Culture, Language & IHRM

Definition

 Originated from Latin word Cultura which is

related to cultus meaning cult or worship
 Terpstra and Davis (1985) ‘Culture is a
learned, shared, compelling, interrelated set
of symbols whose meaning provides a set of
orientations for members of a society.
 A common perception held by the
organization’s members; a system of shared
meaning.
Culture: Characteristics
 Culture is learned (not innate, product of socialization,
enculturation)
 Culture is shared (focuses on commonalities amongst group
members than differences, group patterns can be identified)
 Culture is compelling (behavior determined by culture without
person being aware of it)
 Culture is an interrelated set (though it can be broken down into
sub factors, it should be studied in totality)
 Culture provides orientation to people (understanding culture
will help us understand possible reactions of people)
 Linkage of culture to values, norms needs, and attitudes
(values and norms are societal while needs and attitudes are
individual)
Cultural Value Models

Kluckhohn and Strodtbeck’s Value orientation model:

 Relationship to nature: subjugation, harmony, mastery

 Time orientation: past present and future
 Basic Human nature: Evil/good, changeable
 Activity orientation: ‘being oriented’ are emotional, ‘doing
oriented’ are achievement oriented, ‘containing and controlling’
oriented are balancing
 Human relationships: individualistic, lineal (family oriented)
 Space: private, public
Implication to IHRM

 Society believing in mastery over nature,

technology would be admired
 Those believing in harmony, eco-friendly
technology would be preferred
 Subjugation to nature: technology would be
viewed with skepticism
Implication to IHRM

 In being oriented society, emotions are given

importance therefore general guidelines than
specific instructions is the way of functioning
 In containing and controlling society logic
would be emphasized
 In doing oriented society activity is
emphasized
Implication to IHRM

 Societies emphasizing individualism

individuality would be emphasized
 In lineal society hierarchy and power would
be emphasized
 Private spaces coincide with individualism
Cultural Value Models

Hofstede’s Value Survey Mode

 Individualism (Importance given to individual or group)
 Uncertainty avoidance (high uncertainty avoidance-
high predictability; low uncertainty avoidance-open to unknown)
 Power distance (hierarchy vs. equality)
 Masculinity (assertiveness, achievement, performance
orientation, material possession)
 Confucian dynamism (time orientation long/short)
Country Cultures Some Eg.

NewZealand
 Individualistic
 Does not avoid uncertainty
 Believes in equality
 Traditional male values
Implications
 Flat structure
 Individual decision making
 Competing for resources
Country Cultures Some Eg.

Singapore
 Collectivist
 Does not avoid uncertainty
 Believes in power distinctions
 Low on masculinity

Implications
 Paternalistic leadership
 Quality of life
Country Cultures Some Eg.

Japan
 Collectivist
 High on uncertainty avoidance
 High on masculinity
 Power distance high
Implications
 Seeking group consensus
 Competitive
 High power distinctions
 Job security is stressed
Cultural Value Models

Country Clusters (Ronen and Shenkar,

1985)
 8 country clusters
 Implications
 Expats moving within a cluster find it easier
adjusting and adapting because of similarity
 International staffing to be done accordingly
 Negotiations in the same cluster easy
Alternative Cultural Models

 Ethnocentricity (our culture is superior),

 Parochialism (feeling of superiority of one’s
culture simply due to lack of knowledge of
other cultures),
 Synergistic cultures (realizing the merits of
other cultures and developing one that has
best of both
Soft Aspect of Organization Which are
Susceptible to Cultural Influences

 Management Style
 Authority Structure
 Organizational structure
 Leadership style
 Employee relationship with the company
Major cultural attitudes and values influencing the
soft aspect of organization

 Attitude toward power and authority

 Tolerance for ambiguity and uncertainty
 Attitude to risk and risk taking
 Individualism
 Collectivism
 Acceptance of responsibility
 Interpersonal trust
 Attitude to other peoples opinion
 Achievement orientation
 Honesty
Non-cultural influences on IHRM

 Non-cultural influences at individual level:

Education and Position
 Non-cultural influences at organizational
level: Market conditions, Technology, Size
Language & Religion in International
Management

 Language and religion play a critical role in effective

management
 Influences the way we think
 Language is rooted in the culture which in turn
reflects a value system (eg. ‘I’ in English lang.)
 Religion decides what is right ,wrong, permitted,
forbidden (eg. domination over earth to man …belief
in mastery over nature)
Language

 Consists of symbols used to communicate

 Lang. used normally reflects the way one
understands the environment. Thus the picture of the
world shifts from language to language (eg.
Arab,camel; Inuit of Canada,snow;English lang the
lang of business)
 ‘Language fight’eg.French & English in
Canada,Tamil & Sinhalese in SriLanka, Queen’s
English and Creole(African English) in the Carribean
Language and IHRM

 Learning the local language of host country

always beneficial, communication becomes
easy.
 English now the language of the business so
advantage to English speaking managers
 Managers with multi-lingual competency
have an edge
Linguistic Homogeneity

 Some countries linguistically homogenous

(Japan, Sweden)
 Such cultures have homogenous cultures too
(strong national culture and weak or
unimportant subcultures)
 Can be parochial and ethnocentric due to
limited exposure to language and culture
differences
Linguistic heterogeneity

 Linguistic diversity and heterogeneous

culture eg. India)
 Subculture is important and shared national
culture may be weak
 Heterogeneity a challenge for Expats.
 The ‘inclusion’ factor of such cultures is high
therefore are accommodative, so outsiders
may be able to fit in easily
National Language
 National language is the official language
 In linguistically heterogeneous countries national lang. acts as
a unifying force
 Can act as a divisive force too with minorities arguing over
appropriate national language
 Some have more than one official language (Canada, French &
English; Singapore (English, Mandarin, Malay, Tamil) and
Switzerland (German, French, Italian and Rumantsch) have
four
 Some lang. are official lang. for many countries (Arabic for
middle east; English for British Commonwealth; French for
former French colonies; Spanish for Latin America and Far
East – Philippines)
Religion and IHRM

 Religion has shaped History (Islamic

conquests,crusades,terrorist attacks of Al-Qaeda in
US and Bali
 Workplace and religion Few Eg.(muslim non-muslim
differences in Malaysia over pork eating; Barbados
Indian sari and Barbadian skirt; Sikh turban in
Canadian Mounted Police (Mounties)
 Australian companies allow muslims to prey several
times during the day
 Religious holidays to be acknowledged