Culture in International

Management

Mai Mosaad Ibrahim

12/2/2022
—
International management
—
Dr : Ayman Metwaly
 What is Culture ?

In the 1870s, the anthropologist

Edward Tylor defined culture as
"that complex whole which
includes knowledge, belief, art,
morals, law, custom, and other
capabilities acquired by man as a
member of society." Since then
hundreds of other definitions have
been offered. Geert Hofstede, an
expert on cross-cultural
differences and management,
defined culture as "the collective
programming of the mind which
distinguishes the members of one
human group from another ....
Culture, in this sense, includes
systems of values; and values are
among the building blocks of
culture." Another definition of
culture comes from sociologists
Zvi Namenwirth and Robert
Weber, who see culture as a
system of ideas and argue that
these ideas constitute a design for
living.

Culture in international business

Culture in international management PAGE 2

why is culture influential in international business?
Culture is essential in international business because it influences
how multinational and cross-cultural teams interact and collaborate.
It dictates the business world’s values, etiquettes, thinking patterns,
decision-making, practices, and processes.

What are the major cultural factors that affect international

business?
The major socio-cultural factors that significantly impact
international businesses are culture, etiquette, religion, language,
customer preferences, education level, customs and taboos, and
attitude towards foreign goods and services.

What is cultural
transformation?

Cultural transformation begins There are also other definitions

when an organization
recognizes its current culture is
misaligned with its vision,
mission, core values, and
strategic objectives. This
misalignment signals to the
leadership that the culture has
become a hindrance to
achieving the strategic
objectives of the organization.
Cultural transformation takes
place when the organization
engages in a process to realign
the culture to its vision,
mission, and core values to
achieve its strategic objectives.
It is a form of organizational
transformation.
of cultural transformation:
“Cultural transformation is a
shift that can take place
throughout an entire
organization or in individual
departments and teams. It
requires changing the hearts,
minds, and skills of the
workforce to support the
desired culture. Individuals
must first have the conviction
(heart) to change their
behavior. Then, they must
understand what behavior
change looks like (mind) and
have the necessary tools (skills)
to change.”

SIX GUIDELINES FOR CULTURE

HOW AND WHY DOES CHANGE
ORGANIZATIONAL

Culture in international management PAGE 3

CULTURE
TRANSFORMATION 1) Formulate a clear strategic vision.
CHANGE? This vision gives the intention and
direction for the future culture
Organizational culture is not
change.
stagnant. Members of an
2) Display top-management
organization develop a shared
commitment.
belief around “what right looks
The top of the organization must
like” as they interact over time
favor the culture change in order to
and learn what yields success
actually implement the change in
and what doesn’t. When those
the rest of the organization.
beliefs and assumptions lead to
3) Model culture change at the
less than successful results, the
highest level.
culture must evolve for the
The behavior of the management
organization to stay relevant in
needs to symbolize the kinds of
a changing environment.
values and behaviors that should
Changing organizational
be realized in the rest of the
culture is not an easy
company. Change agents are keys
undertaking. Employees often
to the success of this cultural
resist change and can rally
change process and important
against a new culture. Thus, it
communicators of new values.
is the duty of leaders to
4) Modify the organization to support
convince their employees of the
organizational change.
benefits of change and show
This includes identifying what
through collective experience
current systems, policies,
with new behaviors that the
procedures, and rules need to be
new culture is the best way to
changed so alignment with the new
operate to yield success.
values and desired culture can be
Cummings & Worley (2004)
achieved.
proposed six guidelines for
5) Select and socialize newcomers and
culture change:
terminate deviants.
“gothamCulture continues to
Encouraging employee motivation
play an instrumental role in
and loyalty to the company will
helping our company create an
create a healthy culture. Training
environment that inspires
should be provided to all
crewmembers to deliver our
employees to help them
brand promise to our
understand the new processes,
customers.”
expectations, and systems.
Vice President, Customer
Support, jetBlue

Culture in international management PAGE 4

6) Develop ethical and legal sensitivity.
This step can identify obstacles of change and resistant employees, and
acknowledge and reward employee improvement, encouraging
continued change and involvement.
Our approach to culture change is designed to help organizations yield
sustainable performance results.

References :
1) Book reference
2) https://www.researchgate.net/publication/
242602865_The_Cultures_Of_International_Management
3) https://www.aihr.com/blog/cultural-transformation/#:~:text=Cultural
%20transformation%20begins%20when%20an,strategic%20objectives
%20of%20the%20organization.

Culture in international management PAGE 5