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Franck BRULHART Lecturer University of Aix-Marseille AGEFA PME franck.brulhart@univmed.fr

Intercultural Management. Franck BRULHART Lecturer University of Aix-Marseille AGEFA PME franck.brulhart@univmed.fr. Project INTENT January 17, 2008. 1. The state of affairs on international cultural diversity. 2. Characterization of international cultural diversity.

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Franck BRULHART Lecturer University of Aix-Marseille AGEFA PME franck.brulhart@univmed.fr

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  1. Intercultural Management Franck BRULHARTLecturerUniversity of Aix-Marseille AGEFA PMEfranck.brulhart@univmed.fr Project INTENT January 17, 2008

  2. 1. The state of affairs on international cultural diversity 2. Characterization of international cultural diversity 3. Management of international cultural diversity Structure of the presentation • Globalization and uniformization of cultures? • Explanation of international cultural diversity • G. Hofstede (1980, 1991) – House (2004) • E.T. Hall (1990) • Using vocational/sectoral cultureas bridge • Nonverbal communication • Intercultural awareness • Mastering foreign languages • Merging in the situation

  3. 1.1 Globalization and uniformization of cultures ? 1. The state of affairs on international cultural diversity (a) • Globalization : • « The processes and their results on phenomena of different disciplines (political, economic, cultural, social…) are of a worldwide dimension» A. Mattelard (2007) • The trend to cultural uniformity • « Mankind has established a monoculture; it prepares to produce a mass-civilization, as if eating beetroot. It’s daily food doesn’t consist of more than this » C. Levi-Strauss (1955) • The convergence of consumer’s cultures or the « coca-colonization »U. Hannerz (1992) • The emergence of a global village

  4. 1.2 Explanation of international cultural diversity 1. The state of affairs on international cultural diversity (b) • The configuration of a global village of 1000 inhabitants (Houston India Herald, Oct. 1998 ): • Geographical origins : 584 Asians, 124 Africans, 95 Europeans, 84 South-Americans, 52 North-Americans… • Language : 165 speak Mandarin, 86 English, 83 Hindi or Urdu, 65 Spanish, 58 Russian, 37 Arabic … • Religion : 329 Christians, 178 Muslims, 60 Buddhists, 45 Atheists, 32 Hindustani, … • Age : 330 children, 60 above 60 years old, … • Income : 200 habitants possess 75% of wealth, 200 others posses 2% of wealth, …

  5. 1.2 Explanation of international cultural diversity “Weekly menus as seen by Peter Menzel” (part) 1. The state of affairs on international cultural diversity (c) Germany 500$ / week Peru 31$ / week

  6. 1.2 Explanation of international cultural diversity “Weekly menus as seen by Peter Menzel” (part) 1. The state of affairs on international cultural diversity (c) • Culture (C. Usunier, 2004): • The symbolic organization of a group and the representation that the group creates of itself and of its relations with others • Explicit elements : languages, customs, habits, traditions, skills, knowhow… • Implicit elements : values, myths, beliefs, concepts, representations…

  7. 1.3 Synthesis 1. The state of affairs on international cultural diversity (d) • Cultural heterogenity on global scale: • From homogeneity to mixture of races: “creolization” (Hannerz, 1992) • International entrepreneurial strategy: • Facing the state of a continuous cultural diversity, the development of a strategy of international entrepreneurship calls for the identification of the dimensions of this cultural diversity and for the preparation for those. • Indeed, if social interactions are based on specific cultural models, the international entrepreneur should adapt his behaviour and his attitude in order to avoid disturbing or violating the norms held consciously or subconsciously by his business relations (E. Hall, 1990).

  8. 2.1 Identifying the dimensions of cultural diversity: G. Hofstede 2. Characterization of international cultural diversity (a) • The Hofstede model (1980, 1991) : • 5 indepent bipolar dimensions: • The importance of hierarchical distance (HIE) • The degree of individualism (IND) • The relation with insecurity (INC) • Masculine / feminine orientation (MAS) • Short-term / long-term orientation (LTO) • House (2004) • Globe study

  9. 2.2 Identifying the dimensions of cultural diversity : E. Hall 2. Characterization of international cultural diversity (b) • The model of E.T. Hall (1990) : • Culture is a system of creating, emitting, retaining and of processing information (Chevrier, 2003). The objective of Hall is to provide the necessary tools to decode messages of another culture. • 3 hidden dimensions of communication: • The concept of time (monochronic versus polychronic) • The concept of space (cultural proximity) • The context of communication (rich versus poor)

  10. Rich context versus poor context (E. Hall) 2. Characterization of international cultural diversity (c) Japan IMPLICIT Communication style Strong China Africa (below the Sahara) Middle East Latin America Italy Appeal on the context of the message France United Kingdom United States Denmark EXPLICIT Communication style Weak Germany Switzerland Preferential message types explicit implicit

  11. 2.3 Synthesis 2. Characterization of international cultural diversity (d) • Characterizing international contexts: • The identification of cultural specifics of international contexts permits the comprehension of the influence of culture on behaviour, management practices and communication: interpersonal interactions. • This comprehension constitutes the prerequisites of intercultural management practices for the international entrepreneur. • “Good practices” of the international entrepreneur: • The refined comprehension of international cultural contexts has to facilitate the necessary adaption of behaviour and to avoid the classic errors due to failing intercultural management.

  12. 3.2 Mastering foreign languages 3.1 Intercultural awareness 3. Management of international cultural diversity (a) • Acknowledgement of the relativity of behaviours and practices (Trompenaars, 2003) • The limits of a “generic” approach on culture • The risks of not understanding • Avoid “lathophobia” – fear of making errors (C. Hagège, 1996)

  13. 3.4 Using vocational/sectoral culture as bridge 3.3 Merging in the situation 3. Management of international cultural diversity (b) • Learning by experience • Real experience, shared of simulated: • Simulation EUROSIM • Capitalizing on the culture of the vocation or the sector to overcome the cultural gap (Chevrier, 2003)

  14. 3.5 Nonverbal communication 3. Management of international cultural diversity (c) • Physical movements, paralanguage, use of space, physical environment… (Meier, 2004) • A necessary “nonverbal” gesture Shaking the head from left to right: USA : no France: no Netherlands : no Bulgary : yes Malaysia : yes Saoudi Arabia : yes

  15. 3.6 Synthesis 3. Management of international cultural diversity (d) • A statement: The existence of great cultural differences between countries and regions . • A neccessity : perceive and understand the differences in order to improve the ability to deal with international exchanges. • A means : Intercultural management and intercultural communication.

  16. Thank you for your attention Project INTENT January 17, 2008

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