Personalmanagement

to deal with the individuals and country-specific patterns

to pay attention to group contexts with inherent dynamics of identity info

1) 1960 internationalisation as market expansion

2) 1975 internationalisation as competitive strategy

3) 1985 battle in the triade

4) 1995 Europeanisation + globalisation

5) 2005 repositioning of europe

6) 2015 focus on Pacific region + economic crisis

7) 2025 trade wars+e commerce

FDI, foreign direct investment, is a controlling ownership in a company in one country by an investor from another country

A company can strengthen its foreign market power, decrease conflicts related to its expansion strategy in a foreign country

• geopolitical conflicts
• nationalism and resource control
• terrorist attacks
• trade relation tensions (trade wars)
• hyperinflation

1) artifacts (dress code, language, slang, rituals)

2) espoused beliefs and values (adopted values:company guidelines, internalised values: performance)

3) basic underlying assumptions (relations to environment; image of HR)

• culture-free (universalists)
• culture-bound (culturalists)

• temporal (mono "one thing at a time"/polychronic "multitasking")
• spatial (public/intimate)
• coping with environmental info (high context "networks difficult to enter, task < relations"; low context "networks easy to enter, task>relations)

1. Individualism/collectivism
2. Masculinity=competition/femininity=cooperation
3. High=want to know future/low=it is as it is uncertainty avoidance
4. High=are satisfied/low=people want more equality power distance
5. Long-term=changes, future/Short-term=traditions, past Normative Orientation
6. Indulgence=enjoy life/Restraint=strict normal rules

Advantages:

• ambitious for measuring cultural differences
• sensitization for culture instead of cultural ignorance
• high correlation with cultural dimension of comparable studies

Disadvantages:

• selection of the cultural dimensions
• limited representativeness

1. Universalism=treat all people the same way/particularism=favor certain groups, all different
2. Analysing/Integrating
3. Individualism/Communitarianism
4. Inner-Directed/Outer-Directed Orientation
5. Time as Sequence/as Synchronisation
6. Achieved Status/ Ascribed Status
7. Equality/ Hierarchy

Individual, collective

identity of organisations, identity of nations

spatial (essence, difference) aspect, temporal (continuity) aspect

the process by that people select, organise, interpret, preserve and react to information

1. a person is aware of them
2. they are descriptive rather than valuing
3. they describe the norms accurately
4. reflect the first impression rather than the background info
5. modified in the light of new expressions and observations

the situation when someone works in another culture/country

were born in one country, moved to another country and work in another one for the company of the country they moved to

a work between a group of people from different countries (highly skilled performers)

• configuration
• multiculturalism
• IVT trainings
• technological IVT equipment ("separately together")
• KPI and KRI (R=Risk)

• Cultural chameleon (assimilates culture, learns adaptation, thinks multinationally)
• Cultural cowboy (colonizes culture, thinks nationally, confrontation)
• Cultural leveler (ignores culture, thinks universally, task-oriented)
• Cultural positivist (differentiates culture, thinks internationally, strategic behaviour)

• ethnocentric (focus on home base)
• polycentric (foreign subsidiaries+country specific strategies)
• geocentric (global integration of all company activities)
• regiocentric (current & future markets, international revenue)

• mono-culture (domestic market, national HR for international positions)
• multi-culture (positive corporate image abroad)
• mixed-culture (standardise, international HR-marketing, culture related differences)

Differentiation, expertise, continuity, governance

Divided to decision strategy (central, decentral, federal) and culture strategy (mono culture, multi culture, mixed culture)