Dissertation chapter – theoretical
I want from you to write 400 words for each framework (total 3 frameworks), then 2500 words for Hofstede framework (the 4th framework) and explain why we use it, kindly find below the instructions and follow it exactly
The number of words excluded references.
Please don’t copy any sentence from the attachment.
I ATTACHED THE INSTRUCTION ( PDF FILE )
Instructions :
There are a number of theoretical frameworks which allows us to examine and explore culture.
These frameworks included four examples.
Cultural frameworks
(I have listed three papers from which you need to briefly review them as they articulate cultural frameworks
Trompenaars, F. and Hampden-Turner, C., 1998. Riding the waves of culture: Understanding cultural diversity in global business. New York, NY: McGraw-Hill.
House, R., Hanges, P., Javidan, M., Dorfman, P., and Gupta, V., eds., 2004. Culture, Leadership and Organizations : The GLOBE Study of 62 Societies. CA: Sage.
Lewis, R. (2005),, When Cultures Collide: Leading across Cultures”.
You need to find a way to review them and explain briefly (I will say 400 words each), what these cultural frameworks were saying
(For the House et al paper- which is popularly known as the GLOBE study…also look at the following references
Venaik, S., and Brewer, P., 2010, “Avoiding uncertainty in Hofstede and GLOBE”.Journal of International Business Studies, 41(8), 1294-1315.
Brewer, P., and Venaik, S., 2011, “Individualism–collectivism in Hofstede and GLOBE”.Journal of International Business Studies, 42(3), 436-445.
Now, you will say….
In summation, although we acknowledge the existence of other national cultural frameworks (see for example Trompenaars and Hampden-Turner 1998; House et al. 2004; Lewis 2005), we adopted Hofstede’s cultural framework even though his work has been heavily criticised in the literature (see Venaik and Brewer 2010; Brewer and Venaik, 2011). A number of considerations led to this decision. Firstly, literature, suggest that his national cultural dimensions are perhaps the most widely understood and applied in not only advertising and consumer studies (Soares et al. 2007; Guo et al. 2012), but also in general management (Kirkman et al. 2006; Salter et al. 2013) and project management research (Henrie and Sousa-Posa 2005; Ojiako et al. 2012; Ojiako and Chipulu 2014). Hofstede’s dimensions of national culture are also the most cited (Salter et al. 2013) and validated (Ojiako et al. 2012) in research. Cross-cultural literature (Fam and Grohs 2007; De Mooij and Hofstede 2010) posits value systems as key cultural influencers.
Henrie, M., and Sousa-Posa, A., 2005. Project management: A cultural literary review. Project Management Institute.
Fam, K.-S., and Grohs, R., 2007, “Cultural values and effective executional techniques in advertising: a cross-country and product category study of urban young adults in Asia”.International Marketing Review, 24(5), 519-538.
Ojiako, U., Chipulu, M., Gardiner, P., Williams, T., Anantatmula, V., Mota, C., et al., 2012. Cultural Imperatives in perceptions of Project Success and Failure. Atlanta, US: PMI.
Ojiako, U. and Chipulu, C., 2014, “National culture and success/failure perceptions in projects”, Proceedings of the Institution of Civil Engineers: Management, Procurement and Law, 167 (4), 167-179.
Kirkman, B., Lowe, K., and Gibson, C., 2006, “A quarter century of Culture’s Consequences: A review of empirical research incorporating Hofstede’s cultural values framework”. Journal of International Business Studies, 37 (3), 285-320.
Salter, S., Sharp, D., and Chen, Y., 2013, “The moderating effects of national culture on escalation of commitment”. Advances in Accounting, 29 (1), 161-169.
Guo, G., Cheung, F., and Leung, W.-F., 2012, “Cross-Cultural Differences in Attitude towards TV Advertising among Beijing, Hong Kong and Warwick Viewers”. International Journal of Integrated Marketing Communications, 4(1) 43-60.
Soares, A., Farhangmehr, M., and Shoham, A., 2007, “Hofstede’s dimensions of culture in international marketing studies”. Journal of Business Research, 60(3), 277-284.
