Below some general propositions regarding the management and multiculturalism:
Contrary to what may appear intuitive, people from different cultures are likely to have much in common.
People from neighboring countries often differ in emphasis to give to the different variables.
in the formation of groups tend to look similar to the surface, stopping at appearances first. Therefore it is very important to consider if it is not spontaneous at first analyzes more attributes simultaneously. The search for common elements allows a multicultural team of joining and must be a priority rationally accepted.
second Hofstede Cultural Dimensions
or
Uncertainty Avoidance and Power Distance or Masculinity
or Individualism
There is a new trend, based on studies of Shenkar, in the study of cultural distance that puts in question the following assumptions and is especially useful: *
the cultural distance does not correspond to the psychic distance,
* there is no linear continuum,
* symmetrical *
stable, neutral and
* * causal interaction between cultures.
Without the merits of individual claims, these assumptions lead to the following statement then crossed empirically: cultural
minimum distances may have an impact far greater interaction between individuals and large cultural distances. This statement has often occurred in the interaction between Western and Eastern Europe.
To get a truer measure of the actual perceived distance between cultures is efficient integration of the scale of Hofstede and empirical evaluations / historical symmetry, stability and neutrality between cultures analysis.
The two scales most credited for the measurement of cultural differences are those of Hofstede and Schwartz. But these are often not congruent and interrelated. Shwartz
The scale seems to be more effective in the description of business environments.
