Master Thesis Spring Semester 2007 Supervisor: Per Nilsson Authors: Sabine Helou Timo Viitala 830508-T062 790922-T017 How Culture and Motivation Interacts? - A Cross-Cultural Study ~ Acknowledgements ~ ACKNOWLEDGEMENTS We would like to thank the respondents of Sasken Finland Oy and SYSteam for their participation in our study. Without their involvement this thesis would have never seen the light of day. In addition, we thank our supervisor Per Nilsson for his guidance and advices and
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Foreign owned subsidiaries tend to be managed rather independently from within the parent companies. In general, the subsidiaries have autonomy to a certain degree decided by the frames which have been set up by the parent company. Any larger cultural differences have not been found, which ap-pear to be a result of the subsidiaries’ independency. To summarize, having a foreign owner do not seems to have a direct influence on
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ignorant about the country and its’ business relations and lack thereof. This paper will focus on research, data analysis and identifying Russia’s major elements and dimensions of culture, aspects and dimensions integrated by locals conducting business, contrast to that of US culture and businesses and implications for US businesses that wish to conduct business in Russia. References will be provided through discussion of interviews from actual residents from within different districts throughout
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coping, culture, intercultural, implementation, middle management, readiness 1.0 Introduction Sustaining competitiveness force business organizations to adapt major changes and seek strategies that may be realized in varying, different cultural environments. This presents challenges to multicultural management, in general, and change implementation processes, specifically. Change implementation does no more concern organizational culture only. It is also dependent on understanding different
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OF CULTURE 8 2.11 GEERT HOFSTEDE’S MODEL 9 2.12 INDIVIDUALISIM V COLLECTIVISM 9 2.13 POWER DISTANCE 9 2.14 LARGE POWER DISTANCE 9 2.15 SMALL POWER DISTANCE 9 2.16 MASCULINITY V FEMINITY 9 2.17 UNCERTAINITY AVOIDANCE 10 3.0 CHARACTERISTICS OF CULTURE 10 3.01 Culture is dynamic 10 3.02 Culture is pervasive 10 3.03 Culture is learnt 10 3.04 Culture is integrated 10 3.05 Culture is ethnocentric 10 3.06 Culture provides social cohesion 11 4.0 VIEWS ON CULTURAL TRENDS 11 4.01 The Convergent
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Nuances in Bulgarian business culture in comparison with the United Kingdom’s Course work in Cross-cultural issues in the European Human Resource Management Prepare by: Dimitar Arnaudov, Faculty number: 1523078 Course: European business and Finances Sofia, 2015 1. Differences between national cultures. Authors, studies, etc. 2.1. Culture (def.); Culture differences. 1.1.1 Culture – def.; 1.1.2 Culture differences. 1.1 Authors and studies
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are; people also can easily find imported goods everywhere. Expanding business into foreign market has become a trend for more companies. However, global progress also brings some big challenges for us. With the collaboration of economics, various cultural elements, such as values, life styles, and stereotypes, would communicate, conflict, and mix during the process. Thus it also brings difficulties in management for some organizations that start their global strategies. Since the recently trend of
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to such a large extent that many successful high street shops as well as restaurants have a link to franchising. This dissertation is going to discuss the means by which an international franchise can become successful through the incorporation of cultural adaptations in a foreign country. This discussion would be restricted to international franchises in the fast food industry examining the case of McDonalds in particular as well as how its global success has led to the term known as McDonaldisation
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International Marketing The impact of culture on the quality perception of Private Labels, and the moderation effect of price promotion Table of Contents 1. Problem analysis 4 1.1 Current situation 4 1.2 Problem statement and research question 4 1.3 Theoretical background 5 2. Research 6 2.1 Research design 6 2.2 Data analysis and results 7 3. Conclusions, managerial implications, and limitations 10 4. References 12 5. Appendix 15 Appendix 1: Definitions 15 Appendix
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Methodology The project is based on both primary and secondary information retrieved in connection with the theoretical framework. A qualitative approach of research and analysis has been considered to reach the desirable result. Methodology This part will describe the approach to the project. The ambition is to describe the process of the gathering and compiling information for the project work as clearly as possible, in order to enable a critical review of the credibility of the final
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