SINGAPOR VS

E USA
Intercultural practices comparison and attitudes
TODAY'S AGENDA
Culture bound rules o f
1 Introduction 3
business etiquette

Power in intercultural business

2 Cultural value patterns 4 encounters
INTRODUCTION SINGAPORE VS USA

Comparing Eastern and Western Cultures

Eastern cultures emphasize relationship interdependence,

hierarchy and status, whereas Western cultures emphasize
individual uniqueness and equality. Based on these cultural
differences, Easterners would be expected t o experience
more emotions related t o hierarchy, violations o f group
norms, and maintaining group harmony.

Conversely, Westerners would be expected t o experience

emotions related t o violations o f an individual’s rights and t o
individual successes.
CULTURAL VALUE PATTERNS

USA SINGAPORE

The cultural values t h a t Americans live by according t o Zhang &

The most important cultural values t o Singaporeans are:
Kulich, 2012 are: environmental consciousness
personal control over the environment have a sense o f unity/family
change / mobility adaptability
time and its importance hierarchy ethnic
equality / diversity
egalitarianism non-verbal communication
individualism, independence and privacy collectivism
self-help harmony
competition and free enterprise disciplin
future orientation / optimism e
action and work orientation technologic
informality ally
directness / openness / honesty progress
practicality / efficiency
ive
materialism / acquisitiveness formality / less physical and personal
face & respect
CULTURE-BOUND RULES OF
BUSINESS ETIQUETTE

SINGAPOREANS:
are more formal
follow strict rules o f protocol
view the group (company or department) as more
important than the individual
communication is mostly non-verbal
they tend t o be subtle, indirect and implicit in their
communication
Silence is an impor t ant element of
Singapor ean communication
they pay close attention t o the facial expressions
and body language o f people
punctuality is a virtue
business negotiations happen a t a slow
pace are non-confrontational
are tough negotiators on price and
deadlines
AMERICANS:
less formal and less hierarchical
often address one another by first name
have greater access t o superiors
o ffe r a brief, firm handshake with eye contact and a
smile
their communication style is direct and to-the-point
are uncomfortable with silence and will find ways t o
fill it
American body language can be confusing thus they
prefer verbal communication
punctuality is important/ ”time is money”
consider st r aight f or war d people t r ust wor t hy
and efficient
want t o quickly get t o the point o f a meeting when
negotiating a business deal
POWER IN INTERCULTURAL
BUSINESS ENCOUNTERS

USA SINGAPORE

Low power distance culture High power distance culture

Managers and employees expect t o be discussed with during Power is centralized and managers rely on their bosses and
decision-making, and information is shared between the on rules. Employees expect t o be told what t o do. Control
different levels o f leadership and power. Within American is expected and attitude towards managers is formal.
organizations, “hierarchy is established f o r convenience, Communicat ion is indir ect and t he inf or mat ion f low is
superiors are always accessible and manager s r elyon selective. Singaporeans have Confucian -
individual employees and f or t heir t eaching is t he background of societ y, on
t eams
Managers and employees expect t o beexper t ise.” with during
discussed st abilit y relationships between people.
unequal which is based
decision-making, and information is shared between the They have five basic relationships: ruler-subject; father-son;
different levels o f leadership and power. Along with this, older brother-younger brother; husband-wife; and senior
communication is “informal, direct and participative.“ friend-junior friend.
INSIGHTS

USA SINGAPORE

POWER DISTANCE 40 POWER DISTANCE 74

INDIVIDUALISM 91 INDIVIDUALISM 20

MASCULINITY 62 MASCULINITY 48

LONG TERM ORIENTATION 26 LONG TERM ORIENTATION 72

INDULGENCE 68 INDULGENCE 46
0 25 50 75 10 0 0 25 50 75
BIBLIOGRAPHY

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