Languages
(verbal & non-verbal)
Conscious
Explicit
Explicit behaviours
Habits & traditions
(food, housing, clothing, health…)
Know-how
(communication codes, tools..)
Institutions
(collective organizations modes:
family, education
Norms
(Do’s & don'ts)
Unconscious
Implicit
Values
Mental state & cognitive processes
(perception, learning, knowledge, memory…)
The Iceberg Model of culture suggests that what we
see on the surface is just a small part of a culture,
and that the deeper layers of culture have a much
greater influence on behavior. To understand a
culture, it is important to look beneath the surface
and to recognize
that shape behavior. This can help to avoid
misunderstandings and miscommunications when
interacting with individuals from different cultures.
The Onion Model of Culture suggests that
understanding a culture requires going
beyond surface-level observations and
learning about
that shape behavior. By understanding
these deeper layers of culture, we can
develop a more nuanced and accurate
understanding of different cultural practices
and behaviors.
Test：
Read a short case study about Disney and answer the
question in 30 minutes.
Please write your NAME and STUDENT NUMBER
on the paper.
1. Analyze Disney's operational strategy in China
from different levels by combining the iceberg
metaphor of culture.
[Link] do you think Disney can improve?
Conscious
Explicit
Norms
Unconscious
(Do’s & don'ts)
Implicit
not fully understanding or respecting Chinese culture
Research and Consultation: Conduct thorough research and
consultation with experts in Chinese culture, history, and
traditions to gain a deeper understanding of the nuances and
subtleties of Chinese culture.
Local Representation: Hire local employees who have a strong
understanding of Chinese culture and can help ensure that the
park's attractions and activities are respectful and accurate
representations of Chinese culture.
Celebrate Festivals: Celebrate traditional Chinese festivals and
holidays such as Lunar New Year, Mid-Autumn Festival, and
Dragon Boat Festival, and incorporate cultural elements into the
park's events and decorations.
Unit 2
Understanding cultures
culture models
Edward T. Hall
Edward Twitchell Hall, Jr. (May 16, 1914 –
July 20, 2009) was an American
anthropologist and cross-cultural researcher.
He is remembered for developing the
concept of proxemics and exploring cultural
and social cohesion, and describing how
people behave and react in different types
of culturally defined personal space.
Known for：Proxemics, High-context
and low-context cultures, monochronic
and polychronic time
Edward Hall’s “Silent Language”
n 5 “silent languages”:
è Time
è Space
è Material goods
è Friendship
è Agreements
Time: Linear vision (1)
Past Present Future
Over Immediate Plans for next
tasks, separated months/years
& identified
Time: Linear vision (2)
n Action oriented
n Time dominated: "time is money" &
cannot be "wasted"
n Focus on one thing at a time… & within
schedule
Time: Cyclical vision
n Past provides background
n Circling around the problems & "walk
around the pool" before making
decision
n Time is precious
n But one needs plenty of time to look at
details of a deal and develop the
personal side of a relationship
Time: Vision from …
n The more they can do at the same time,
the happier they are
n Not interested in schedule & punctuality
n Focus on the human side of things:
meeting, business & relationship are more
important
n Time is event, personality related
n It can be "used, manipulated, stretched..."
Latins, Arabs
Monochronic vs. Polychronic
behavior
Monochronic Polychronic
Time is crucial Time is not ours to manage
Punctuality Events have their own time
Get to the point A & B or C, D or B
A then B then C then D Talk business, but also
Time is an asset football, food, friendship
Strict schedules Multitasking
Punctuality Flexibility
Productivity Less predictable
One project Rescheduling is common
Individualistic motivation Prioritizing relationships
Strict evaluation of progress Group projects
Monochronic vs. Polychronic time
Monochronic vs. Polychronic behavior
Which type do you belong to?
Space
n Availability of space
è use of space: physical & personal; ex,
USA – wide open space, frontier spirit &
Japan – limited space, island mentality
è readiness to make contact, nature &
degree of involvement with others: keep
distance, suspicion of strangers; ex,
Europe vs. USA
Material goods
n Use of material possessions
è North America: indication of status, level of
success: car, house, money…
è Other cultures: Japan, Middle-East, not
viewed as important – emphasis placed on
other elements: taste, harmony,
friendship…
Friendship
n Formed quickly with neighbors,
coworkers
è North America
n Takes more time, lasts longer, goes
deeper and implies obligations
è Asia, Middle-East
Agreements
n How to view law, rules, practices &
informal customs?
è Need for a written agreement, binding –
North America, Northern Europe
è Oral, handshake, with trust sufficient -
Asia, Arabs
Communication process
INTENT EFFECT
& MEANING & INTERPRETATION
Sender Channel Receiver
Encoding Decoding
(medium)
symbols
words
pictures
gestures…
Feedback
(clarify, confirm…)
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Explicit & implicit communication
Japanese
High
Context
Arabs
Latin Americans
Italians
British
French
North Americans
Scandinavians
Germans
Low Swiss
Context Implicit
Explicit
Communication Communication
13
Hofstede’s model
n 6 dimensions of culture:
1. Power distance
2. Individualism vs. collectivism
3. Feminity vs. masculinity
4. Uncertainty avoidance
5. Long term orientation
6. Indulgence vs. Restraint.
14
Hofstede studied people who worked for
IBM in more than 50 countries. Initially, he
identified four dimensions that could
distinguish one culture from another.
Later, he added fifth and sixth dimensions,
in cooperation with Drs Michael H. Bond
and Michael Minkov.
Original data
Power distance
Defined as ”the extent to which the less
powerful members of institutions and
organizations within a country expect and
accept that power is distributed unequally.”
G. Hofstede
Low High
Social integration Social differential
Little concern for Significant concern for
hierarchical status hierarchical status
15
Power distance: Sweden…
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Source: G. Hofstede
Power distance
Impact on management ...
n Type of management
structure
n Decision process
n Flow of information
n Inequalities/equalities
n Formalism
n Status
【Power Distance-哔哩哔哩】 [Link]
17
Individualism vs. collectivism
n ”Individualism pertains to societies in which
the ties between individuals are loose;
everyone is expected to look after himself and
his immediate family”
n “Collectivism pertains to societies in which
people from birth onwards are integrated into
strong cohesive ingroups, which throughout
people’s lifetime continue to protect them in
exchange for unquestioning loyalty.”
G. Hofstede
Low Individualism High
Collectivity Self-determination
Concern for group harmony High concern for
versus personal achievement achievement
& personal growth
18
Individualism vs. collectivism
Impact on management ...
n Employee/employer relations
n Decision making
n Conflict management
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