Quan Tri Da Van Hoa Nguyen Thi Phuong Linh Quan Tri (1) (Cuuduongthancong - Com)

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Group 1:
CHAPTER 1 Vũ Ngọc Bảo
THE MEANINGS AND DIMENSIONS OF Nguyễn Ngọc Tú
CULTURES Bùi Thị Anh
Đặng Thị Ngân
Nguyễn Thị Thanh Hiền
CuuDuongThanCong.com https://fb.com/tailieudientucntt
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CONTENT
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1. SUMMARIZE CHAPTER 1: 2. SAMSUNG CASE
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THE MEANINGS AND

DIMENSIONS OF CULTURE
1. Chapter 1: The meanings and dimensions of
culture
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a. Culture
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Nature of Culture
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•Acquired knowledge that people use to interpret experience and generate social
behavior.
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•Forms values, creates attitudes, and influences behavior
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Characteristics
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Learned, Shared, Trans-generational

Symbolic, Patterned,Adaptive
b. Values in
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culture
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Basic convictions Learned form
culture in which
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individual is reared
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Differences in cultural Values similarities

values may result in and differences
varying management across cultures
practices
Safety vs
risk
Centralized vs
Stability vs. Decentrailized
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Innovation decision
making
c. Culture
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affects
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Short-term Individual vs
vs. Long-term Group rewards
managerial
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Horizons
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approaches
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Infomal
Cooperation
vs. du procedures
vs fomal
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Competition High procedures
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Organizational
Loyalty vs. Low
Organizational
Loyalty
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d. Cultural Dimensions
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2.
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SAMSUNG
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CASE
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Vietnam and Korea
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Comparison
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Korea
Vietnam
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Vietnam in comparison with Korea based on Hofstede model.
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Source: Hofstede Insights.
Vietnam Korea
POWER DISTANCE A high hierarchical society (70) A slightly hierarchical society

-VN: 70 (60)
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- KO:60
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- Reflecting inherent inequalities
- Centralization is popular
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- The ideal boss is a benevolent autocrat
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INDIVIDUALISM - Collectivistic society
-VN:20 - Emphasize: Loyalty and How ones actions affect the group's image.
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-KO:18
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MASULINITY
du - Feminine society
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- VN: 40 - “ Working in order to live”
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- KO: 39 - Conflicts: resolved by negociation

- Free time and flexibility are favored.
- Decision making is achieved through involvement.
Vietnam Korea
UNCERTAINTY AVOIDANCE - Principles and deviance from - Maintain rigid codes of belief
- VN: 30 the norm is more easily and behavior
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- KO: 85 tolerated. - Time is money,
- No more rules than are - Precision and punctuality are
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necessary the norm,
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- Schedules are flexible - Innovation may be resisted
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- Innovation is not seen as - Security is an important
threatening element
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LONG TERM ORIENTATION - A pragmatic culture. - The most pragmatic, long-term
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- VN: 57 - Encourages long term oriented society
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- KO: 100
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INDULGENCE - Restraint and do not put much of an emphasis on leisure time
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VN: 35 - Their actions are restrained by social norms

KO: 29
1. Cultural differences affect the way the firm
operates in Vietnam and in the South Korean
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Long term Orientation Samsung will recruit more new People almost work in the long
employees time
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2. Culture-a factor in
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mobilephones sales
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- Cultural differences - important
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for consumers’ choice of products
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and services.
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- In India, dual sim is a must have
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feature for most people.
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- Korean consumers prefer its own nations products due to their culture and cutting edge
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advanced features
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Brands %
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Samsung 57
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Apple du 28
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LG 15
Phone ownership rate in Korea

Source: Vnexpress.
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3. Is it possible for a mobilephones company to transcend

national culture and produce a global mobilephone that is
accepted by people in every culture?
Hofstede
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framework
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-Samsung’s Culture Strategy
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• Collectivistic and masculine
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• Great Workplace (GWP)
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program
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• Focus on people du
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China
Korea
USA
Germany
Development of
Passion for
opportunities for all
excellence
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employees
The main
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characteristics
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of Samsung’s Constant change
Ethical foundation
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for integrity
organizational
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culture
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du Emphasis on
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prosperity for all
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Samsung Electronics developed a
global strategy
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Secondly, the
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Korean company Finally, Samsung
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Firstly, Samsung develops experience does massive
makes economies curve economies economies of scale
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by location choice. using its experience with standardized
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activities.
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These organizational culture advantages support
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maximizing the benefits of the business strengths of
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Samsung.
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Therefore, It is possible for Samsung to transcend national
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culture and produce a global mobilephone that is accepted
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by people in every culture
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In what way is culture a factor in
mobilephones sales?
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- In Japan your phone shouldn't be a nuisance to others
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+ Movie halls: phones are not allowed
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+ Siri Isn’t Used By Most People In Japan
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- In India it is common for people to take calls inside a movie theater, few Indians have or use voicemail
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+ caller tunes: a Bollywood songs, a quote from the Bible instead of a ringing tone
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+ take calls inside a movie theater: common
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- Mobile payment, Korea, Japan, Europe: circuit chips that slot into the mobile phones and allow them
to work like credit cards at A.T.M.’s
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THE MEANINGS AND

Learned, Shared, Trans-generational

Differences in cultural Values similarities

Source: Hofstede Insights.

POWER DISTANCE A high hierarchical society (70) A slightly hierarchical society

- KO: 39 - Conflicts: resolved by negociation

VN: 35 - Their actions are restrained by social norms

Phone ownership rate in Korea

3. Is it possible for a mobilephones company to transcend

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