Cultural Differences as a Hidden Hurdle to Successful Business
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Inhaltsangabe:Introduction: The main effect of globalisation over recent decades has been the development of the world as a united market place. Through multinational companies, globally accepted management styles or organisational structures the impression might be given that there are hardly big differences in the way people do business ... Inhaltsangabe:Introduction: The main effect of globalisation over recent decades has been the development of the world as a united market place. Through multinational companies, globally accepted management styles or organisational structures the impression might be given that there are hardly big differences in the way people do business all over the world. However, the variety of human cultures makes it impossible to believe that there is a uniform theory corresponding to all cultures on earth or assimilating their way of doing business. Misunderstandings while doing business or even failure of business relationships are, despite ever increasing market transparency, part of every day business life. It is less frequently the consequence of economic discrepancies but more often hidden cultural incompatibilities that can cause problems between two or more parties. Even between countries that have maintained business relationships for many years, as is the case between Germany and Spain, the problem of cultural differences is unfortunately present and moreover underestimated. For Germany, the European export champion, Spain has been for at least a decade one of the top export destinations. Also German companies located in Spain contributed 8% to that countrys G.D.P. for 2010. Those big subsidiaries originated from a successful attempt to do business with a different culture and yet, to a greater or lesser extent, still face this difficulty every day. This applies equally to enterprises that are pure exporters, those having production plants, distribution or sales departments in the respective country. Helping businesses avoid the potential obstacles arising from cultural differences through sensitivity and understanding would improve working relationships and smoothen the path toward economic growth. Hit hard by the European economic crisis, Spain had and still has to suffer economic cutbacks. Since Germany is the second largest destination for Spanish exports it needs to maintain this presence in Germany. As the head of Spanish government José Luis Rodríguez Zapatero and the German chancellor Angela Merkel pointed out on the German-Hispanic summit conference on 2nd of February 2011 in Madrid, there is still a lot of potential that can be exploited when both parties are pro-active. Looking at the above mentioned facts it is evident that both countries need each other. Besides creating a common political base, it is essential for their [], PDF, 27.04.2011.

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Inhaltsangabe:Introduction: The main effect of globalisation over recent decades has been the development of the world as a united market place. Through multinational companies, globally accepted management styles or organisational structures the impression might be given that there are hardly big differences in the way people do business ... Inhaltsangabe:Introduction: The main effect of globalisation over recent decades has been the development of the world as a united market place. Through multinational companies, globally accepted management styles or organisational structures the impression might be given that there are hardly big differences in the way people do business all over the world. However, the variety of human cultures makes it impossible to believe that there is a uniform theory corresponding to all cultures on earth or assimilating their way of doing business. Misunderstandings while doing business or even failure of business relationships are, despite ever increasing market transparency, part of every day business life. It is less frequently the consequence of economic discrepancies but more often hidden cultural incompatibilities that can cause problems between two or more parties. Even between countries that have maintained business relationships for many years, as is the case between Germany and Spain, the problem of cultural differences is unfortunately present and moreover underestimated. For Germany, the European export champion, Spain has been for at least a decade one of the top export destinations. Also German companies located in Spain contributed 8% to that country¿s G.D.P. for 2010. Those big subsidiaries originated from a successful attempt to do business with a different culture and yet, to a greater or lesser extent, still face this difficulty every day. This applies equally to enterprises that are pure exporters, those having production plants, distribution or sales departments in the respective country. Helping businesses avoid the potential obstacles arising from cultural differences through sensitivity and understanding would improve working relationships and smoothen the path toward economic growth. Hit hard by the European economic crisis, Spain had and still has to suffer economic cutbacks. Since Germany is the second largest destination for Spanish exports it needs to maintain this presence in Germany. As the head of Spanish government José Luis Rodríguez Zapatero and the German chancellor Angela Merkel pointed out on the German-Hispanic summit conference on 2nd of February 2011 in Madrid, there is still a lot of potential that can be exploited when both parties are pro-active. Looking at the above mentioned facts it is evident that both countries need each other. Besides creating a common political base, it is essential for their economical development to enhance the business relationship among companies. Trying to support the postulated proactivity this paper is meant to create cultural sensitivity for and understanding of the way the other culture does business. After reading this paper companies that deal with the respective culture will have improved their abilities to distinguish economical misfit from cultural misleading. Through avoiding the second, an unnecessary complication due to cultural misunderstanding, they will be able to augment their success. To make that possible the cultural differences are researched through a quantitative study. The principle factors that frequently lead to misunderstandings or even to failure of deals are summed up from practical business guides. This selected collection of guides is the base to generate the hypotheses examined by the study. On a business to business level the hypotheses are checked for substance, actuality and practical relevance. Where it is possible, the evaluation of the results is supported by theoretical concepts of culture. To create a better understanding of cultural differences in the context of business the thesis starts with a definition of the concept of culture. After delimiting cultural behaviour though the concept of mental programming the second chapter also points out the core elements of culture and its visible characteristics. The development of culture from the historical viewpoint introduces cultural diversity across national borders. After creating an understanding of cultural diversity among nations, this paper connects national culture with business behaviour and shows the importance of culture in this context. The empirical study as the main part of this thesis is introduced by explaining the design of the study, PDF, 27.04.2011.

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Inhaltsangabe:Introduction: The main effect of globalisation over recent decades has been the development of the world as a united market place. Through multinational companies, globally accepted management styles or organisational structures the impression might be given that there are hardly big differences in the way people do business ... Inhaltsangabe:Introduction: The main effect of globalisation over recent decades has been the development of the world as a united market place. Through multinational companies, globally accepted management styles or organisational structures the impression might be given that there are hardly big differences in the way people do business all over the world. However, the variety of human cultures makes it impossible to believe that there is a uniform theory corresponding to all cultures on earth or assimilating their way of doing business. Misunderstandings while doing business or even failure of business relationships are, despite ever increasing market transparency, part of every day business life. It is less frequently the consequence of economic discrepancies but more often hidden cultural incompatibilities that can cause problems between two or more parties. Even between countries that have maintained business relationships for many years, as is the case between Germany and Spain, the problem of cultural differences is unfortunately present and moreover underestimated. For Germany, the European export champion, Spain has been for at least a decade one of the top export destinations. Also German companies located in Spain contributed 8% to that country¿s G.D.P. for 2010. Those big subsidiaries originated from a successful attempt to do business with a different culture and yet, to a greater or lesser extent, still face this difficulty every day. This applies equally to enterprises that are pure exporters, those having production plants, distribution or sales departments in the respective country. Helping businesses avoid the potential obstacles arising from cultural differences through sensitivity and understanding would improve working relationships and smoothen the path toward economic growth. Hit hard by the European economic crisis, Spain had and still has to suffer economic cutbacks. Since Germany is the second largest destination for Spanish exports it needs to maintain this presence in Germany. As the head of Spanish government José Luis Rodríguez Zapatero and the German chancellor Angela Merkel pointed out on the German-Hispanic summit conference on 2nd of February 2011 in Madrid, there is still a lot of potential that can be exploited when both parties are pro-active. Looking at the above mentioned facts it is evident that both countries need each other. Besides creating a common political base, it is essential for their economical development to enhance the business relationship among companies. Trying to support the postulated proactivity this paper is meant to create cultural sensitivity for and understanding of the way the other culture does business. After reading this paper companies that deal with the respective culture will have improved their abilities to distinguish economical misfit from cultural misleading. Through avoiding the second, an unnecessary complication due to cultural misunderstanding, they will be able to augment their success. To make that possible the cultural differences are researched through a quantitative study. The principle factors that frequently lead to misunderstandings or even to failure of deals are summed up from practical business guides. This selected collection of guides is the base to generate the hypotheses examined by the study. On a business to business level the hypotheses are checked for substance, actuality and practical relevance. Where it is possible, the evaluation of the results is supported by theoretical concepts of culture. To create a better understanding of cultural differences in the context of business the thesis starts with a definition of the concept of culture. After delimiting cultural behaviour though the concept of mental programming the second chapter also points out the core elements of culture and its visible characteristics. The development of culture from the historical viewpoint introduces cultural diversity across national borders. After creating an understanding of cultural diversity among nations, this paper connects national culture with business behaviour and shows the importance of culture in this context. The empirical study as the main part of this thesis is introduced by explaining the design of the study, 27.04.2011, PDF.

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Cultural Differences as a Hidden Hurdle to Successful Business ab 38 EURO Doing Business Between Germany and Spain.