INTERNATIONAL

HRM

Chapter 2
THE CULTURAL CONTEXT OF IHRM
 Kluckhohn & Kroeber def. of culture
Culture consists in patterned ways of  Thinking
 Feeling
 Reacting
acquired & transmitted mainly by symbols,constituting the distinctive
achievements of human groups, including their embodiments in artefacts; ‫ﯾﺗم‬
‫ ﺑﻣﺎ ﻓﻲ ذﻟك‬،‫ اﻟﺗﻲ ﺗﺷﻛل اﻹﻧﺟﺎزات اﻟﻣﻣﯾزة ﻟﻠﻣﺟﻣوﻋﺎت اﻟﺑﺷرﯾﺔ‬،‫اﻛﺗﺳﺎﺑﮭﺎ وﻧﻘﻠﮭﺎ ﺑﺷﻛل رﺋﯾﺳﻲ ﻋن طرﯾﻖ اﻟرﻣوز‬
‫ﺗﺟﺳﯾداﺗﮭﺎ ﻓﻲ اﻟﻣﺻﻧوﻋﺎت اﻟﯾدوﯾﺔ؛‬

The
essential traditional ideas &
consists of
core of their attached values
culture
Hansen’s 4 elements of culture:

Standardization of

1. Communication ‫ﺗواﺻل‬
2. Thought ‫ﻣﻌﺗﻘد‬
3. Feeling ‫إﺣﺳﺎس‬
4. Behavior ‫ﺳﻠوك‬
Schein’s 6 underlying assumptions

1. Nature of reality & truth ‫طﺑﯾﻌﺔ اﻟواﻗﻊ واﻟﺣﻘﯾﻘﺔ‬

2. Time dimension ‫اﻟﺑﻌد اﻟزﻣﻧﻲ‬
3. Effect of spatial proximity & distance ‫ﺗﺄﺛﯾر اﻟﻘرب اﻟﻣﻛﺎﻧﻲ‬
‫واﻟﻣﺳﺎﻓﺔ‬
4. Nature of being human ‫طﺑﯾﻌﺔ ﻛوﻧك إﻧﺳﺎﻧﺎ‬
5. Type of human activity ‫ﻧوع اﻟﻧﺷﺎط اﻟﺑﺷري‬
6. Nature of human relationships ‫طﺑﯾﻌﺔ اﻟﻌﻼﻗﺎت اﻹﻧﺳﺎﻧﯾﺔ‬
 Intro to cross-cultural mgmt. research 1- Goals of cross-
cultural mgmt. Studies ‫ أھﺪاف‬-1 ‫ اﻟﺒﺤﺚ‬.‫ﻣﻘﺪﻣﺔ إﻟﻰ اﻹدارة ﻋﺒﺮ اﻟﺜﻘﺎﻓﺎت‬
‫ دراﺳﺎت‬.‫اﻹدارة اﻟﺜﻘﺎﻓﯿﺔ اﻟﻤﺸﺘﺮﻛﺔ‬

organizational behavior between countries &

 Describe cultures ‫اﻟﺳﻠوك اﻟﺗﻧظﯾﻣﻲ ﺑﯾن اﻟدول واﻟﺛﻘﺎﻓﺎت‬
 Compare

 Explain & improve interaction between employees, customers,

suppliers or business in different countries & cultures ‫ﺷرح وﺗﺣﺳﯾن‬
‫اﻟﺗﻔﺎﻋل ﺑﯾن اﻟﻣوظﻔﯾن أو اﻟﻌﻣﻼء أو اﻟﻣوردﯾن أو اﻟﺷرﻛﺎت ﻓﻲ ﻣﺧﺗﻠف اﻟﺑﻠدان واﻟﺛﻘﺎﻓﺎت‬
 Culture

• Culture refers to the full range of learned human

behaviour patterns, practices, traditions that are
characterised by a specific group of people. ‫ﺸ اﻟﺜﻘﺎﻓﺔ إ‬
‫ﻣﺠﻤﻮﻋﺔ ﺎﻣﻠﺔ ﻣﻦ أﻧﻤﺎط اﻟﺴﻠﻮك اﻟ ي واﻟﻤﻤﺎرﺳﺎت واﻟﺘﻘﺎﻟ ﺪ اﻟ ﺗﺘﻤ ﺑﻬﺎ‬
.‫ﻣﺠﻤﻮﻋﺔ ﻣﻌﻴﻨﺔ ﻣﻦ اﻟﻨﺎس‬
• National Culture vs Sub-culture ‫اﻟﺜﻘﺎﻓﺔ اﻟﻮﻃﻨ ﺔ ﻣﻘﺎ ﻞ اﻟﺜﻘﺎﻓﺔ اﻟﻔﺮﻋ ﺔ‬
2- The Hofstede study

Hofstede’s 5 culture dimensions

1. Power distance ‫ﻗوة اﻟﻣﺳﺎﻓﺔ‬
2. Individualism vs. Collectivism ‫اﻟﻔردﯾﺔ ﻣﻘﺎﺑل اﻟﺟﻣﺎﻋﯾﺔ‬
3. Femininity vs. Masculinity ‫اﻷﻧوﺛﺔ ﻣﻘﺎﺑل اﻟذﻛورة‬
4. Uncertainty avoidance ‫ﺗﺟﻧب ﻋدم اﻟﯾﻘﯾن‬
5. Confucianism or long-term orientation ‫اﻟﻛوﻧﻔوﺷﯾوﺳﯾﺔ أو‬
‫اﻟﺗوﺟﮫ طوﯾل اﻟﻣدى‬
 Hofstede's Cultural Dimensions
• Power distance (PDI): the extent to which the members of a society agree that
power in the organisations or institutions are distributed unequally. A high PDI
indicates clear hierarchy and a low PD stresses on equality) ‫ ﻣﺴﺎﻓﺔ اﻟﻘﻮة‬PDI): ‫ﻣﺪى‬
‫ ﺸ ﻣﺆ‬.‫ﻣﻮاﻓﻘﺔ أﻓﺮاد اﻟﻤﺠﺘﻤﻊ ﻋ أن اﻟﺴﻠﻄﺔ اﻟﻤﻨﻈﻤﺎت أو اﻟﻤﺆﺳﺴﺎت ﻣﻮزﻋﺔ ﺸ ﻞ ﻏ ﻣ ﺴﺎو‬
PDI ‫اﻟﻤﺮﺗﻔﻊ إ ﺴﻠﺴﻞ ﻫﺮ واﺿﺢ ﺑ ﻨﻤﺎ ﻳﺆﻛﺪ ﻣﺆ‬PD ‫اﻟﻤﻨﺨﻔﺾ ﻋ اﻟﻤﺴﺎواة‬
PDI Characteristics Tips

• Centralised organisations ‫اﻟﻣﻧظﻣﺎت‬ • Acknowledge a leaders status ‫اﻻﻋﺗراف‬

‫اﻟﻣرﻛزﯾﺔ‬ ‫ﺑوﺿﻊ اﻟﻘﺎدة‬
• More complex hierarchies ‫ﺗﺳﻠﺳﻼت ھرﻣﯾﺔ‬ • Be aware that you may need to go
High PDI ‫أﻛﺛر ﺗﻌﻘﯾدًا‬ to the top for answers ‫اﻧﺗﺑﮫ إﻟﻰ أﻧك ﻗد‬
• Large gaps in ‫ﺗﺣﺗﺎج إﻟﻰ اﻟذھﺎب إﻟﻰ اﻷﻋﻠﻰ ﻟﻠﺣﺻول ﻋﻠﻰ اﻹﺟﺎﺑﺎت‬
compensation, authority and • Morocco, Russia, Iran, Italy
respect ‫ﻓﺟوات ﻛﺑﯾرة ﻓﻲ اﻟﺗﻌوﯾﺿﺎت‬
‫واﻟﺳﻠطﺔ واﻻﺣﺗرام‬
• Flatter organisations ‫ﻣﻧظﻣﺎت ﺗﻣﻠﻖ‬ • Delegate as much as possible ‫ﺗﻔوﯾض ﻗدر‬
• Supervisors and employees are ‫اﻹﻣﻛﺎن‬
considered as almost equal ‫ﯾﻌﺗﺑر‬ • Ideally involve all those in the
Low PDI ‫اﻟﻣﺷرﻓون واﻟﻣوظﻔون ﻣﺗﺳﺎوﯾن ﺗﻘرﯾﺑًﺎ‬ decision making who will be
directly affected by the decision
‫ﻣن اﻷﻓﺿل إﺷراك ﺟﻣﯾﻊ اﻟﻣﺷﺎرﻛﯾن ﻓﻲ ﻋﻣﻠﯾﺔ‬
‫ﺻﻧﻊ اﻟﻘرار واﻟذﯾن ﺳﯾﺗﺄﺛرون ﺑﺷﻛل ﻣﺑﺎﺷر‬
‫ﺑﺎﻟﻘرار‬
• Eg: Netherlands, Denmark
 Hofstede's Cultural Dimensions
• Individualism vs Collectivism (IDV): the degree to which
People in a society are integrated in to groups. In Individualistic
societies people prefer to act as individuals rather than as group ‫درﺟﺔ‬
‫ اﻟﻤﺠﺘﻤﻌﺎت اﻟﻔﺮد ﺔ ﻔﻀﻞ اﻟﻨﺎس اﻟﺘ ف ﺄﻓﺮاد‬.‫اﻧﺪﻣﺎج اﻷﺷﺨﺎص اﻟﻤﺠﺘﻤﻊ اﻟﻤﺠﻤﻮﻋﺎت‬
‫وﻟ ﺲ ﻤﺠﻤﻮﻋﺔ‬

PDI Characteristics Tips

• High value is placed on time and • Acknowledge individual
their need for privacy and accomplishments
freedom ‫اﻟﻮﻗﺖ‬ ‫ﻳﺘﻢ وﺿﻊ ﻗ ﻤﺔ ﻋﺎﻟ ﺔ‬ • Encourage expression of people
High IDV ‫اﻟﻤﺤﺪد وﺣﺎﺟﺘﻬﻢ إ اﻟﺨﺼﻮﺻ ﺔ واﻟﺤ ﺔ‬
own ideas
• Enjoyment of challenge and expectation
of individual • USA, UK
rewards for hard work ‫اﻻﺳﺘﻤﺘﺎع ﺎﻟﺘﺤﺪي وﺗﻮﻗﻊ اﻟﻤ ﺎﻓ ت‬
‫اﻟﻔﺮد ﺔ ﻣﻘﺎ ﻞ اﻟﻌﻤﻞ اﻟﺠﺎد‬

• Maintaining harmony among • Suppress feelings and emotions that may

endanger harmony ‫ﻗﻤﻊ اﻟﻤﺸﺎﻋﺮ واﻟﻌﻮاﻃﻒ‬
Groups members overrides
Low IDV ‫اﻟ ﻗﺪ ﺗﻌﺮض اﻻ ﺴﺠﺎم ﻟﻠﺨﻄﺮ‬
other issues ‫إن اﻟﺤﻔﺎظ ﻋ اﻻ ﺴﺠﺎم ﺑ أﻋﻀﺎء‬ • Avoid giving negative feedback in
‫اﻟﻤﺠﻤﻮﻋﺎت ﻠ اﻟﻘﻀﺎ ﺎ اﻷﺧﺮى‬
‫ﺗﺠﻨﺐ إﻋﻄﺎء ردود ﻓﻌﻞ ﺳﻠﺒ ﺔ‬
 Hofstede's cultural dimensions theory
• Masculinity vs feminity (MAS):masculinity is the preference in the society for
traditional masculine roles of achievement, heroism, assertiveness, power
control and material rewards for success. Feminity refers to put relationships
before wealth, respecting poor, supportive, caring etc.) ‫ اﻟﺬﻛﻮرة ﻣﻘﺎ ﻞ اﻷﻧﻮﺛﺔ‬MAS):
‫اﻟﺘﻔﻀ ﻞ اﻟﻤﺠﺘﻤﻊ ﻟﻸدوار اﻟﺬﻛﻮرﺔ اﻟﺘﻘﻠ ﺪ ﺔ اﻟﻤﺘﻤﺜﻠﺔ اﻹﻧﺠﺎز واﻟ ﻄﻮﻟﺔ واﻟﺤﺰم واﻟﺴ ﻄﺮة‬ ‫اﻟﺬﻛﻮرة‬
،‫ واﻟﺪﻋﻢ‬،‫ واﺣ ام اﻟﻔﻘﺮاء‬،‫ ﺸ اﻷﻧﻮﺛﺔ إ وﺿﻊ اﻟﻌﻼﻗﺎت ﻗ ﻞ اﻟ وة‬.‫ﻋ اﻟﺴﻠﻄﺔ واﻟﻤ ﺎﻓ ت اﻟﻤﺎد ﺔ ﻟﻠﻨﺠﺎح‬
.‫واﻟﺮﻋﺎ ﺔ وﻣﺎ إ ذﻟﻚ‬

PDI Characteristics Tips

• Strong egos ‫اﻟﻐﺮور اﻟﻘﻮي‬ • Beware of possibility of

High • Money and achievement are differentiated gender roles ‫اﺣﺬر‬
MAS important ‫اﻟﻤﺎل واﻹﻧﺠﺎز ﻣﻬﻤﺎن‬ ‫ﻣﻦ إﻣ ﺎﻧ ﺔ اﺧﺘﻼف اﻷدوار ﺑ اﻟﺠ ﺴ‬
• Japan

• Relationship oriented ‫اﻟﻌﻼﻗﺔ ﻣﻮﺟﻬﺔ‬ • Work life balance and workplace

• More focus on quality of life ‫ﻣ ﺪ ﻣﻦ اﻟ ﻛ‬ flexibility may be important ‫ﻗﺪ ﻜﻮن‬
Low MAS ‫ﻋ ﻧﻮﻋ ﺔ اﻟﺤ ﺎة‬ ‫اﻟﺘﻮازن ﺑ اﻟﻌﻤﻞ واﻟﺤ ﺎة واﻟﻤﺮوﻧﺔ ﻣ ﺎن اﻟﻌﻤﻞ‬
‫أﻣﺮا ﻣﻬﻤﺎ‬
• Treat men and women equally ‫ﻣﻌﺎﻣﻠﺔ اﻟﺮﺟﺎل‬
‫واﻟ ﺴﺎء ﻋ ﻗﺪم اﻟﻤﺴﺎواة‬
• Sweden
 Hofstede's cultural dimensions theory
• Uncertainty Avoidance: This relates to the degree of anxiety that
society members feel when in uncertain or unknown situations. ‫ﺗﺠﻨﺐ ﻋﺪم‬
‫ و ﺘﻌﻠﻖ ﺪرﺟﺔ اﻟﻘﻠﻖ اﻟ ﺸﻌﺮ ﺑﻬﺎ أﻓﺮاد اﻟﻤﺠﺘﻤﻊ ﻋﻨﺪﻣﺎ ﻜﻮﻧﻮن ﻣﻮاﻗﻒ ﻏ ﻣﺆﻛﺪة أو‬: ‫اﻟ ﻘ‬
.‫ﻏ ﻣﻌﺮوﻓﺔ‬

PDI Characteristics Tips

• Very formal business conduct with • Be clear and concise about your
lots of rules and policies ‫ﺳﻠﻮك ﺗﺠﺎري‬ expectations and parameters ‫ﻛﻦ واﺿﺤﺎ‬
High UAI ‫رﺳ ﻟﻠﻐﺎ ﺔ ﻣﻊ اﻟ ﺜ ﻣﻦ اﻟﻘﻮاﻋﺪ واﻟﺴ ﺎﺳﺎت‬ ‫وﻣﻮﺟﺰا ﺸﺄن ﺗﻮﻗﻌﺎﺗﻚ وﻣﻌﺎﻳ ك‬
• Belgium, Greece, Portugal

• Informal business attitude ‫ﻣﻮﻗﻒ اﻷﻋﻤﺎل‬ • DO not impose rules or

‫ﻏ اﻟﺮﺳﻤ ﺔ‬ structure unnecessarily ‫ﻻ‬
Low UAI • Accepting of change and risks ‫ﻗﺒﻮل اﻟﺘﻐﻴ‬ ‫ﺗﻔﺮض ﻗﻮاﻋﺪ أو ﻫ ﻞ دون داع‬
‫واﻟﻤﺨﺎﻃﺮ‬ • Denmark, Singapore, Sweden
 Hofstede's cultural dimensions theory
• Long term orientation vs short term orientation (LTO): this dimension
associates how much the society values long standing traditions
) ‫اﻟﺘﻮﺟﻪ ﻃ ﻞ اﻟﻤﺪى ﻣﻘﺎ ﻞ اﻟﺘﻮﺟﻪ ﻗﺼ اﻟﻤﺪى‬LTO): ‫ﻳ ﻂ ﻫﺬا اﻟ ﻌﺪ ﻣﺪى ﺗﻘﺪﻳﺮ اﻟﻤﺠﺘﻤﻊ‬
‫ﻟﻠﺘﻘﺎﻟ ﺪ اﻟﻘﺪ ﻤﺔ‬

PDI Characteristics Tips

• Preparation for the future ‫اﻻﺳﺗﻌداد‬ • Show respect for traditions ‫إظﮭﺎر اﻻﺣﺗرام ﻟﻠﺗﻘﺎﻟﯾد‬
‫ﻟﻠﻣﺳﺗﻘﺑل‬ • Reward loyalty and commitment ‫ﻣﻛﺎﻓﺄة اﻟوﻻء‬
• Strong work ethics ‫أﺧﻼﻗﯾﺎت اﻟﻌﻣل اﻟﻘوﯾﺔ‬ ‫واﻻﻟﺗزام‬
• Behave in modest way ‫اﻟﺗﺻرف ﺑطرﯾﻘﺔ ﻣﺗواﺿﻌﺔ‬
High LTO • High value placed on • Avoid talking too much about
education and training yourself ‫ﻛﺛﯾرا ﻋن ﻧﻔﺳك‬
ً ‫ﺗﺟﻧب اﻟﺗﺣدث‬
‫ﻗﯾﻣﺔ ﻋﺎﻟﯾﺔ ﺗوﺿﻊ ﻋﻠﻰ اﻟﺗﻌﻠﯾم‬ • China, Japan, Korea
‫واﻟﺗدرﯾب‬

• Short term gratification ‫اﻹﺷﺑﺎع ﻋﻠﻰ اﻟﻣدى‬ • Be respectful of other ‫ﻛن ﻣﺣﺗر ًﻣﺎ ﻟﻶﺧرﯾن‬
‫اﻟﻘﺻﯾر‬ • USA
Low LTO • High Creativity , individualism ‫اﻹﺑداع‬
‫اﻟﻌﺎﻟﻲ واﻟﻔردﯾﺔ‬
• Promotion of equality ‫ﺗﻌزﯾز اﻟﻣﺳﺎواة‬
 Long-term cultures characterized by:

 Great endurance, persistence in pursuing goals ‫اﻟﺗﺣﻣل اﻟﻛﺑﯾر واﻟﻣﺛﺎﺑرة ﻓﻲ ﻣﺗﺎﺑﻌﺔ‬

‫اﻷھداف‬

 Position of ranking based on status ‫ﻣوﻗف اﻟﺗرﺗﯾب ﻋﻠﻰ أﺳﺎس اﻟﺣﺎﻟﺔ‬

 Adaptation of traditions to modern conditions ‫ﺗﻛﯾﯾف اﻟﺗﻘﺎﻟﯾد ﻣﻊ اﻟظروف اﻟﺣدﯾﺛﺔ‬

 Respect of social & status obligations within limits ‫اﺣﺗرام اﻻﻟﺗزاﻣﺎت اﻻﺟﺗﻣﺎﻋﯾﺔ واﻟﻣﻛﺎﻧﺔ‬
‫ﺿﻣن اﻟﺣدود‬

 High savings rates & high investment activity ‫ﻣﻌدﻻت ادﺧﺎر ﻋﺎﻟﯾﺔ وﻧﺷﺎط اﺳﺗﺛﻣﺎري ﻣرﺗﻔﻊ‬

 Readiness to subordinate oneself to a purpose ‫اﻻﺳﺗﻌداد ﻹﺧﺿﺎع اﻟﻧﻔس ﻟﮭدف ﻣﺎ‬

 The feeling of shame ‫اﻟﺷﻌور ﺑﺎﻟﺧﺟل‬

Short-term cultures characterized by:

 Personal candor & stability ‫اﻟﺻراﺣﺔ اﻟﺷﺧﺻﯾﺔ واﻻﺳﺗﻘرار‬

 Avoiding loss of face ‫ﺗﺟﻧب ﻓﻘدان اﻟوﺟﮫ‬
 Respect of social & status obligations without consideration of
costs ‫اﺣﺗرام اﻻﻟﺗزاﻣﺎت اﻻﺟﺗﻣﺎﻋﯾﺔ واﻟﻣﻛﺎﻧﺔ دون اﻟﻧظر ﻓﻲ اﻟﺗﻛﺎﻟﯾف‬
 Low savings rates & low investment activity ‫اﻧﺧﻔﺎض ﻣﻌدﻻت اﻻدﺧﺎر‬
‫واﻧﺧﻔﺎض اﻟﻧﺷﺎط اﻻﺳﺗﺛﻣﺎري‬
 Expectations of quick profit ‫ﺗوﻗﻌﺎت اﻟرﺑﺢ اﻟﺳرﯾﻊ‬
 Respect for traditions ‫اﺣﺗرام اﻟﺗﻘﺎﻟﯾد‬
 Greetings, presents & courtesies based on reciprocity ‫اﻟﺗﺣﯾﺎت‬
‫واﻟﮭداﯾﺎ واﻟﻣﺟﺎﻣﻼت ﻋﻠﻰ أﺳﺎس اﻟﻣﻌﺎﻣﻠﺔ ﺑﺎﻟﻣﺛل‬
3- Hall’s Model of Cultural
Differences
 Five silent languages that define patterns of
communication in the culture: ‫ﺧﻣس ﻟﻐﺎت ﺻﺎﻣﺗﺔ ﺗﺣدد أﻧﻣﺎط اﻟﺗواﺻل ﻓﻲ اﻟﺛﻘﺎﻓﺔ‬
 Time- the importance or sense of time in daily activities.
.‫ أھﻣﯾﺔ أو اﻹﺣﺳﺎس ﺑﺎﻟوﻗت ﻓﻲ اﻷﻧﺷطﺔ اﻟﯾوﻣﯾﺔ‬-‫اﻟوﻗت‬
 Space (distance)- the amount of physical distance individuals
attempt to maintain between themselves and others. ‫اﻟﻣﺳﺎﻓﺔ‬
.‫ ﻣﻘدار اﻟﻣﺳﺎﻓﺔ اﻟﺟﺳدﯾﺔ اﻟﺗﻲ ﯾﺣﺎول اﻷﻓراد اﻟﺣﻔﺎظ ﻋﻠﯾﮭﺎ ﺑﯾﻧﮭم وﺑﯾن اﻵﺧرﯾن‬- (‫)اﻟﻣﺳﺎﻓﺔ‬
 Material goods- the emphasis or inferences on the possession
of goods to signify power, success and status ‫ اﻟﺗرﻛﯾز‬- ‫اﻟﺳﻠﻊ اﻟﻣﺎدﯾﺔ‬
‫أو اﻻﺳﺗدﻻﻻت ﻋﻠﻰ ﺣﯾﺎزة اﻟﺳﻠﻊ ﻟﻠدﻻﻟﺔ ﻋﻠﻰ اﻟﻘوة واﻟﻧﺟﺎح واﻟﻣﻛﺎﻧﺔ‬
 Friendships- the importance of friendships in conferring status on an
individual. ‫ أھﻣﯾﺔ اﻟﺻداﻗﺎت ﻓﻲ ﻣﻧﺢ اﻟﻣﻛﺎﻧﺔ ﻟﻠﻔرد‬- ‫اﻟﺻداﻗﺎت‬
 Agreements- considers how agreements are reached. ‫ ﺗدرس‬- ‫اﻻﺗﻔﺎﻗﯾﺎت‬
‫ﻛﯾﻔﯾﺔ اﻟﺗوﺻل إﻟﻰ اﻻﺗﻔﺎﻗﯾﺎت‬
4- The GLOBE study questions
 Are there leadership behaviors, attributes & org. practices
effective across all cultures? ‫ھل ھﻧﺎك ﺳﻠوﻛﯾﺎت وﺳﻣﺎت وﺗﻧظﯾﻣﺎت ﻗﯾﺎدﯾﺔ؟ اﻟﻣﻣﺎرﺳﺎت ﻓﻌﺎﻟﺔ‬
‫ﻓﻲ ﺟﻣﯾﻊ اﻟﺛﻘﺎﻓﺎت؟‬
 Are there leadership behaviors, attributes & org. practices effective in
some cultures only? ‫ھل ھﻧﺎك ﺳﻠوﻛﯾﺎت وﺳﻣﺎت وﺗﻧظﯾﻣﺎت ﻗﯾﺎدﯾﺔ؟ ھل اﻟﻣﻣﺎرﺳﺎت ﻓﻌﺎﻟﺔ ﻓﻲ‬
‫ﺑﻌض اﻟﺛﻘﺎﻓﺎت ﻓﻘط؟‬
 How much do leadership attributes affect the effectiveness of specific
leadership behavior & its acceptance by subordinates? ‫ﻣﺎ ﻣدى ﺗﺄﺛﯾر اﻟﺳﻣﺎت‬
‫اﻟﻘﯾﺎدﯾﺔ ﻋﻠﻰ ﻓﻌﺎﻟﯾﺔ ﺳﻠوك ﻗﯾﺎدي ﻣﺣدد وﻗﺑوﻟﮫ ﻣن ﻗﺑل اﻟﻣرؤوﺳﯾن؟‬
 How much do behaviors & attributes in specific cultures influence the
well-being of members in the researched societies? ‫ﻣﺎ ﻣدى ﺗﺄﺛﯾر اﻟﺳﻠوﻛﯾﺎت‬
‫واﻟﺻﻔﺎت ﻓﻲ ﺛﻘﺎﻓﺎت ﻣﻌﯾﻧﺔ ﻋﻠﻰ رﻓﺎھﯾﺔ اﻷﻓراد ﻓﻲ اﻟﻣﺟﺗﻣﻌﺎت اﻟﻣﺑﺣوﺛﺔ؟‬
 What is the relationship between these socio-cultural variables & an
international competitive capacity of the various sample
societies? ‫ﻣﺎ ھﻲ اﻟﻌﻼﻗﺔ ﺑﯾن ھذه اﻟﻣﺗﻐﯾرات اﻻﺟﺗﻣﺎﻋﯾﺔ واﻟﺛﻘﺎﻓﯾﺔ واﻟﻘدرة اﻟﺗﻧﺎﻓﺳﯾﺔ‬
‫اﻟدوﻟﯾﺔ ﻟدى ﻣﺟﺗﻣﻌﺎت اﻟﻌﯾﻧﺔ اﻟﻣﺧﺗﻠﻔﺔ؟‬
 Composition of the Cultural Environment of International
Business ‫ﺗﻜﻮﯾﻦ اﻟﺒﯿﺌﺔ اﻟﺜﻘﺎﻓﯿﺔ ﻟﻸﻋﻤﺎل اﻟﺘﺠﺎرﯾﺔ اﻟﺪوﻟﯿﺔ‬

Values and Attitudes

Language Religion Toward:
spoken sacred objects time
written language philosophical achievement
official language systems work
linguistic pluralism
beliefs & norms wealth
language hierarchy prayer change
international languages taboos scientific method
mass media holidays risk-taking
rituals
Education
Law
formal education
common law
vocational training
code law
primary education
foreign law
secondary education
home country law
higher education
antitrust policy
literacy level
international law
human resources
regulation planning
Technology and
Politics Social Organization
Material Culture
nationalism kinship
transportation
sovereignty social institutions
energy systems
imperialism authority structures
tools & objects
power interest groups
communications
national interests social mobility
urbanization
ideologies social stratification
science
political risk status systems
invention
CULTURAL ENVIRONMENT ‫اﻟﺒﯿﺌﺔ‬
‫اﻟﺜﻘﺎﻓﯿﺔ‬
 Language
 Communication styles ‫أﺳﺎﻟﯾب اﻻﺗﺻﺎل‬
 Nonverbal ‫ﻏﯾر اﻟﻠﻔظﯾﺔ‬
 Direct vs. Indirect ‫اﻟﻣﺑﺎﺷر ﻣﻘﺎﺑل ﻏﯾر اﻟﻣﺑﺎﺷر‬
 Greeting: physical and verbal ‫ ﺟﺳدﯾﺔ وﻟﻔظﯾﺔ‬:‫اﻟﺗﺣﯾﺔ‬
 Space
 Structural & interpersonal ‫اﻟﮭﯾﻛﻠﯾﺔ واﻟﺷﺧﺻﯾﺔ‬
 Time orientation ‫ﺗوﺟﮫ اﻟزﻣن‬
 Punctuality ‫اﻻﻟﺗزام ﺑﺎﻟﻣواﻋﯾد‬
 Monochronic vs. Polychronic ‫أﺣﺎدي ﻣزﻣن ﻣﻘﺎﺑل ﻣﺗﻌدد‬
‫ﻣزﻣن‬
 Religion ‫دِﯾن‬
 Respect/formality ‫اﻟﺷﻛﻠﯾﺔ‬/‫اﻻﺣﺗرام‬
 Consensus seeking ‫اﻟﺳﻌﻲ إﻟﻰ اﻹﺟﻣﺎع‬
Clustering Nations Approach ‫ﻧﮭﺞ ﺗﺠﻤﯿﻊ‬
‫اﻷﻣﻢ‬
 Geography ‫ﺟﻐراﻓﯾﺔ‬  Work Goals ‫أھداف اﻟﻌﻣل‬
 Languages  Values
 Religion  Needs
 Job Attitudes‫اﻟﻣواﻗف اﻟوظﯾﻔﯾﺔ‬
Expatriation and Relocation ‫اﻻﻏﺘﺮاب واﻻﻧﺘﻘﺎل‬

 Arranging for pre-departure training ‫اﻟﺗرﺗﯾب ﻟﻠﺗدرﯾب ﻗﺑل‬

‫اﻟﻣﻐﺎدرة‬
 Providing immigration & travel details ‫ﺗﻘدﯾم ﺗﻔﺎﺻﯾل اﻟﮭﺟرة‬
‫واﻟﺳﻔر‬
 Providing housing, shopping, medical care, recreation &
schooling information ‫ﺗوﻓﯾر اﻟﻣﻌﻠوﻣﺎت ﻋن اﻟﺳﻛن واﻟﺗﺳوق واﻟرﻋﺎﯾﺔ‬
‫اﻟطﺑﯾﺔ واﻟﺗرﻓﯾﮫ واﻟﺗﻌﻠﯾم‬
 Finalizing compensation details such as: ‫اﻻﻧﺗﮭﺎء ﻣن ﺗﻔﺎﺻﯾل‬
:‫اﻟﺗﻌوﯾض ﻣﺛل‬
 Delivery of salary overseas ‫ﺗﺳﻠﯾم اﻟراﺗب إﻟﻰ اﻟﺧﺎرج‬
 Determination of overseas allowances ‫ﺗﺣدﯾد اﻟﺑدﻻت اﻟﺧﺎرﺟﯾﺔ‬
 Taxation treatment ‫اﻟﻣﻌﺎﻟﺟﺔ اﻟﺿرﯾﺑﯾﺔ‬

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Culture Matters ‫ﻣﺴﺎﺋﻞ اﻟﺜﻘﺎﻓﺔ‬

 Culture shock ‫ﺻدﻣﺔ ﺛﻘﺎﻓﯾﺔ‬

 Emic-etic distinction ‫ اﻟﺗﻣﯾﯾز‬Emic-etic
 Convergence hypothesis ‫ﻓرﺿﯾﺔ اﻟﺗﻘﺎرب‬
 Research tends to focus on macro level variables ‫ﯾﻣﯾل اﻟﺑﺣث إﻟﻰ‬
‫اﻟﺗرﻛﯾز ﻋﻠﻰ ﻣﺗﻐﯾرات اﻟﻣﺳﺗوى اﻟﻛﻠﻲ‬
 Divergence hypothesis ‫ﻓرﺿﯾﺔ اﻻﺧﺗﻼف‬
 Research tends to focus on micro level variables ‫ﯾﻣﯾل اﻟﺑﺣث إﻟﻰ‬
‫اﻟﺗرﻛﯾز ﻋﻠﻰ ﻣﺗﻐﯾرات اﻟﻣﺳﺗوى اﻟﺟزﺋﻲ‬
 The international HR manager must be aware of cultural
differences. ‫ﯾﺟب أن ﯾﻛون ﻣدﯾر اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻟدوﻟﻲ ﻋﻠﻰ دراﯾﺔ ﺑﺎﻻﺧﺗﻼﻓﺎت‬
.‫اﻟﺛﻘﺎﻓﯾﺔ‬

21
 Asymmetric Events ‫اﻷﺣﺪاث ﻏﯿﺮ‬
‫اﻟﻤﺘﻤﺎﺛﻠﺔ‬
 Reflects heightened concerns about security, risk, and
volatility in the global markets ‫ﯾﻌﻛس اﻟﻣﺧﺎوف اﻟﻣﺗزاﯾدة ﺑﺷﺄن اﻷﻣن‬
‫واﻟﻣﺧﺎطر واﻟﺗﻘﻠﺑﺎت ﻓﻲ اﻷﺳواق اﻟﻌﺎﻟﻣﯾﺔ‬
 Unmatched in our capabilities & plans ‫ﻻ ﻣﺛﯾل ﻟﮭﺎ ﻓﻲ ﻗدراﺗﻧﺎ‬
‫وﺧططﻧﺎ‬
 Highly leveraged against our particular assets ‫راﻓﻌﺔ ﻣﺎﻟﯾﺔ ﻋﺎﻟﯾﺔ‬
‫ﻣﻘﺎﺑل أﺻوﻟﻧﺎ اﻟﺧﺎﺻﺔ‬
 Designed not only to ‫ﻣﺻﻣﻣﺔ ﻟﯾس ﻓﻘط ل‬
 Secure leverage against our assets, but also intended to
‫ﺿﺎ ذﻟك‬ً ‫ وﻟﻛن اﻟﻣﻘﺻود أﯾ‬،‫ﺗﺄﻣﯾن اﻟراﻓﻌﺔ اﻟﻣﺎﻟﯾﺔ ﺿد أﺻوﻟﻧﺎ‬
 Work around, offset, and negate what in other contexts are
our strengths ‫ﻗم ﺑﺎﻻﻟﺗﻔﺎف ﺣول ﻧﻘﺎط ﻗوﺗﻧﺎ وﺗﻌوﯾﺿﮭﺎ وإﺑطﺎﻟﮭﺎ ﻓﻲ ﺳﯾﺎﻗﺎت‬
‫أﺧرى‬
 Difficult to respond to in a discriminate and proportionate
manner ‫ﻣن اﻟﺻﻌب اﻟرد ﻋﻠﯾﮭﺎ ﺑطرﯾﻘﺔ ﺗﻣﯾﯾزﯾﺔ وﻣﺗﻧﺎﺳﺑﺔ‬ 22
The Changing Context of IHRM ‫اﻟﺴﯿﺎق اﻟﻤﺘﻐﯿﺮ‬
‫ﻹدارة اﻟﻤﻮارد اﻟﺒﺸﺮﯾﺔ‬
Failure primarily because of ‫اﻟﻔﺷل ﻓﻲ اﻟﻣﻘﺎم اﻷول ﺑﺳب‬

 A lack of understanding of the essential differences in

managing human resources in foreign environments. ‫ﻋدم ﻓﮭم‬
.‫اﻻﺧﺗﻼﻓﺎت اﻷﺳﺎﺳﯾﺔ ﻓﻲ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻓﻲ اﻟﺑﯾﺋﺎت اﻷﺟﻧﺑﯾﺔ‬

 These human considerations are as important as the

financial and marketing criteria ‫وھذه اﻻﻋﺗﺑﺎرات اﻹﻧﺳﺎﻧﯾﺔ ﻻ ﺗﻘل‬
‫أھﻣﯾﺔ ﻋن اﻟﻣﻌﺎﯾﯾر اﻟﻣﺎﻟﯾﺔ واﻟﺗﺳوﯾﻘﯾﺔ‬

23
Why Do International Managers
Fail?
 Does it change the essence of HR? ‫ھل ﯾﻐﯾر ﺟوھر اﻟﻣوارد‬
‫اﻟﺑﺷرﯾﺔ؟‬
 Culture Shock ‫ﺻدﻣﺔ ﺛﻘﺎﻓﯾﺔ‬
 Cultural arrogance (Parochialism) ‫اﻟﻐطرﺳﺔ اﻟﺛﻘﺎﻓﯾﺔ )ﺿﯾﻖ‬
(‫اﻷﻓﻖ‬
 Cultural Insensitivity. ‫اﻟﺣﺳﺎﺳﯾﺔ اﻟﺛﻘﺎﻓﯾﺔ‬
 Cultural racism ‫اﻟﻌﻧﺻرﯾﺔ اﻟﺛﻘﺎﻓﯾﺔ‬
 The Key success factor? ‫ﻋﺎﻣل اﻟﻧﺟﺎح اﻟرﺋﯾﺳﻲ؟‬
 Cultural adaptability ‫اﻟﻘدرة ﻋﻠﻰ اﻟﺗﻛﯾف اﻟﺛﻘﺎﻓﻲ‬