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Crossing Cultures. Shelby Bates Sarah Hart Annalisa Day Tye Jones Chelsi Delgado Travis Marlar Jessica Denis Zach Williams. Preview. Crossing Cultures Relativism and Universalism Generic Cultures and Ethics Expatriate Paradoxes - PowerPoint PPT Presentation
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Crossing CulturesShelby Bates Sarah HartAnnalisa Day Tye JonesChelsi Delgado Travis MarlarJessica Denis Zach Williams
Crossing Cultures
Relativism and Universalism
Generic Cultures and Ethics
Expatriate Paradoxes
Understanding Cross-Cultural Interactions
Reentry Into the Home Culture
Preview
Effective Cross-Cultural Communication
Culture Shock◦ Natural response that an individual has when
attempting to react and control the new stimuli, perceptions, and feelings a visitor experiences
Crossing Cultures Introduction
6 months
U-Shaped Culture Shock Pattern
Discuss 3 Issues Related to Culture Shock◦ Paradoxes of culture-based ethical systems◦ Paradoxes of long-term expat manager◦ Reverse culture shock
Crossing Cultures Introduction
Paradox 5.1: Are ethical norms and standards universal or relative to the situation?
Individualistic Universal
Collectivistic Relative
◦ But, of course, there are exceptions to both!
Relativism and Universalism
Relativism◦ Hard to do business where ethics are all relative◦ Ex: terminating contracts, bribery, etc.
Donaldson’s ethical algorithm:◦ Would we do it under the same economic
circumstances? Ex: Harmful pesticides
◦ Is it required to conduct business successfully and doesn’t violate a fundamental human right? Ex: Right to property, freedom from torture
Relativism and Universalism
Spread of Universal Norms
Always exceptions◦ Russia
Globalization
Generic Cultures and Ethics
Paradox 5.2: Are there universal ethics across generic cultures?
4 Types of Generic Cultures
◦ Community Sharing
◦ Authority Ranking
◦ Equality Matching
◦ Market Pricing
Community Sharing How is it scaled?
◦ Nominal scaling Only entities receive names
◦ In-group and Out-group One set or norms for each group
Authority Ranking How is it scaled?
◦ Ordinal There is no common unit of measurement.
◦ Individual A, B, and C Societal advantages but no scaling advantages Authority prevails Japan and Korea
Market Pricing How is it scaled?
◦ Ratio There is a zero point (zero money) and common unit
of measurement. Enables one to transform all dimensions of culture
and compare them monetarily.
◦ Pay for performance
Which are you? Your town decided to buy an expensive fire truck but
who should receive protection?
A. Only the community receives protections and outsiders do not
B. All members receive protection (those who contributed monetarily) but the high-status individuals receive special attention
C. Everyone in the town and those who live close to it receive protection
D. Only those that contributed to the trucks purchase should receive protection
Generic Cultures and Ethics Any ethical system would have to fit inside
one of the four generic cultures.
European Union Phenomena ◦ The more mature and powerful the EU becomes
the more individuals are identifying themselves with the EU rather than individual cultures.
◦ Could this mean one world culture in the near future?
Expatriate Paradoxes Joyce and Asbjorn Osland
4 independent areas◦ Cultural intelligence◦ Mediation◦ Self-identity◦ Cautious optimism
Expatriate Paradoxes Paradox 5.3: Is the general stereotype of the host
country valid?
Cultural Intelligence◦ “The social acuity necessary to decode behavior in the host
culture and respond flexibly”
Expats believe general stereotypes are valid, but realize that many host-culture nationals don’t fit the stereotype
Many exceptions can occur
As globalization brings the world together, the number of exceptions will increase
South African Stereotypes Racist Jungles and wild animals High crime rates (rape/murder)
Paradox 5.4: How can the expat manager be simultaneously powerful and powerless?
Expat managers typically powerful◦ Expected to accomplish goals with authority from
home country
To operate in host culture’s framework, must rely/depend on locals for cultural knowledge & contacts◦ This reliance makes them “powerless”
Expatriate Paradoxes
If host country emphasizes participative decision-making, expat must adjust so long-term goals can still be accomplished
South Africa◦ Multi-ethnic country, 11 national languages
(recognized in their Constitution)◦ Easy to make mistakes in a nation so diverse◦ Expat reliance on locals: absolutely necessary
Expatriate Paradoxes
Paradox 5.5: How can the expat manager be simultaneously free of home-country norms and restrained by host-country norms?
Freedom from home country norms/predictable behavior: “exhilarating” to most expats◦ Freedom to respond differently than they would in U.S. to new situations
However, to be fully accepted, expat must conform to host culture norms/expectations at home/work
Authority-ranking cultures: expat must act as distant superior; require special treatment while staying sensitive to everyone’s needs
Expatriate Paradoxes
Expats must conform to cultural dictates in authority-ranking cultures; many grow accustomed to prestigious feeling when doing so◦ Others prepare their meals, take care of their tasks in
the house, handle routines, & are available 24/7◦ Difficulty readjusting to U.S.
South Africa ◦ Unacceptable to present gifts with left hand; must use
either right or both hands◦ Odd norms such as this differ from U.S.; restrain expats
Expatriate Paradoxes
Expatriate Paradoxes Paradox 5.6: How can the expat manager simultaneously
accept the ideal cultural values of the home culture and realize that they do not exist in the home culture or exist only in attenuated form?
Tension between the ideal and actual values
Expat is representative of the general American stereotype
Pressure to act as good ambassadors even though some values are not always followed at home
Cultural values of American expats vs. South African expats
Paradox 5.7: How can the expat manager resolve the conflict between contradictory demands of the home and the host-culture subsidiary?
Tension created by the contradictory demands of the home office and the host-culture nationals
Completion of goals◦Offices in the US demand the completion of goals in a short and constricted time frame◦Pace of business in South Africa is reasonably slow and protracted
Problems arise when expats follow only the dictates of the home office
Expatriate Paradoxes
Expatriate Paradoxes Paradox 5.8: How can the expat manager
simultaneously give up some home-country values and strengthen our home-country values?
Expat manager can simultaneously give up some home-country values and strengthen other home-country values
Expat learns values of host culture rapidly
Allows expats to develop great insight into home country values
Expatriate Paradoxes
Expat gives up some home country values◦ Some go to the extreme
Majority will give up some noncore values while strengthening others◦ Example: Become less extroverted and informal
60% of expats surveyed have experienced this
Expatriate Paradoxes Paradox 5.9: Is it possible for the expat manager to become
more cosmopolitan and more idiosyncratic simultaneously?
Visitors become more cosmopolitan
Cultural practices change◦ Ex. Food Preferences
Expats become more accepting to norms of the host culture◦ Ex. “Work to live”
Expats become more idiosyncratic
Paradox 5.10: How can the expat manager simultaneously think well of the host culture and avoid being taken advantage of?
Paradox 5.10 and 5.11 fall into the category of cautious optimism
Many Americans do not like to bargain in any situation◦ However, “The act of bargaining indicates to the
representatives of the host culture that you are indeed becoming knowledgeable about the local culture, which increases their respect for you.”
◦ U.S. expats can save a substantial amount of money by bargaining in the host country
Expatriate Paradoxes
Bribery◦ The most common issue confronting expat managers
when dealing with host-culture nationals◦ “U.S. managers are required by law to adhere to strict
guidelines in the area of small gifts, which are allowed, and major bribes, which are not.”
Competing for Business◦ European and Asian multinationals are legally free to
offer major bribes◦ This puts U.S. companies at a perceived disadvantage
Expatriate Paradoxes
Paradox 5.11: How can the expat manager be simultaneously at home anywhere in the world and fit comfortably nowhere?
“A common experience among expats is the feeling of being at home anywhere in the world yet not being completely comfortable anywhere.”
◦ Some expats remain as permanent residents for the rest of their lives
◦ Even though, they will never be completely accepted in the host culture
◦ Many expats grow so comfortable in the host culture that they become uneasy when returning to their home cultures
Expatriate Paradoxes
“Global firms tend to require 5-10 years’ experience outside of the home culture for those competing for senior and top management positions.”
◦ The globalized world is now borderless with few boundaries
◦ Firms are now representing their home cultures while also representing the global cultures in which they operate
◦ The expat may feel at home anywhere but fit in nowhere This is problematic for those seeking a sense of stability
and community
Expatriate Paradoxes
Understanding Cross-Cultural Interactions via Cultural Sensemaking
It is helpful to understand ethical systems of the host culture
Joyce Osland and Allan Bird developed a model for understanding cross-cultural communications◦ Framing (Structuring) Situations◦ Making Attributions◦ Selecting a Script
Reentry into Home Culture Most expats return home
Many find they have given up some of their values, and strengthened others
Others at home do not identify with experiences and may not receive new ideas well
Reacclimatization of the expat’s spouse and children can be difficult
In the long run, the expat experience will probably prove beneficial