문화와 국제협상  문화의 의미와 구성요소  문화적 차원  협상에의 영향  문화적 차이를 극복하는 협상전략

 Definition Collective programming of the mind which distinguishes the members of one group or category of people from another - G. Hofstede Socially transmitted behavior patterns, attitudes, norms, and values of a given community - J. Salacuse The way people think, feel, and act 문화의 의미

Culture as an Onion 문화의 구성요소 VALUES NORMS ATTITUDES BEHAVIOR Words & actions Toward specific events & phenomena Rules to be followed in specific situations Belief that a specific conduct is preferable to an opposite conduct

 Dr. Geert Hofstede’s Model The most comprehensive study of how values in the workplace are influenced by culture From 1967 to 1973, collected and analyzed data from over 100,000 IBM employees from over 53 cultures and countries A model that identifies five primary dimensions to differentiate cultures Since 2001, scores are listed for 76 countries and regions Hofstede 의 문화적 차원

권력거리 (Power Distance) Degree to which the less powerful members of a society accept and expect that power is distributed unequally High Power DistanceLow Power Distance Accept a hierarchical order Have decision making concentrated on the top Effects: Emphasize status over ability in the selection of negotiators Need to seek approval from supervisors Leading to a slower negotiation process for more issues Strive to equalize the distribution of power and demand justification for inequalities Spread decision making throughout the organization Effects: More likely to appoint people to a negotiating team because of their relevant capabilities

권력거리 순위 HighAverage World Average = 55 Low Malaysia Mexico China Indonesia India Korea, S. Taiwan Spain Japan Italy U.S. Australia Germany U.K Israel

개인주의 (Individualism) / 집단주의 (Collectivism) IndividualismCollectivism Ties between individuals are loose Expected to take care of themselves or their immediate family Effects: More time for short-term goals Strongly influenced by individual aspirations Prefer competition Make more extreme offers Greater emphasis on task issues Same cultural negotiators with higher joints gains than intercultural dyads People belong to cohesive in-groups Expected to take care of them in exchange for loyalty Effects: More time for long-term goals Prefer accommodation, collaboration, withdrawal More integrative solutions Less confrontational problem solving Degree to which taking responsibility for yourself is more or less valued than belonging to a group

개인주의 순위 HighAverage World Average = 43 Low U.S. Australia U.K. Netherlands New Zealand Spain India Japan Brazil China Singapore Thailand S. Korea Taiwan Indonesia

남성문화 (Masculinity)/ 여성문화 (Femininity) Degree to which people value performance and status deriving from it, rather than quality of life and caring for others MasculinityFemininity Preference for achievement, success, heroism, assertiveness and material reward for success More competitive society Not caring for others, the quality of life or people Effects: Driven to win and resolve conflicts through competition View negotiation from a distributive perspective Preference for cooperation, modesty, caring for the weak More consensus-oriented society Concern for relations, nurturing, quality of life Effects: Resolve conflicts through problem solving More likely to have empathy for the other party and to seek compromise

남성문화 순위 HighAverage World Average = 50 Low Slovakia Japan Hungary Austria China Germany U.S. Australia Finland Denmark Norway Sweden

불확실성 회피성향 (Uncertainty Avoidance) Degree to which people feel uncomfortable with uncertainty and ambiguity Strong Uncertainty AvoidanceWeak Uncertainty Avoidance Less comfortable with ambiguity Maintain rigid codes of belief and behavior Intolerant of unorthodox behavior and ideas Effects: Likely to seek stable rules and procedures Preference for consultative decision processes and group decision-making More likely to make concessions in order to avoid failing to reach an agreement Explicit and specified contract More comfortable with rapid change and novelty Maintain a more relaxed attitude Effects: Likely to adapt to quickly changing situations and less uncomfortable with ambiguous or shifting rules Preference for independent decision processes and individual decision- making A strategy offering higher rewards but with a lower probability of success Implicit and broad agreement

불확실성회피 성향 순위 HighAverage World Average = 64 Low Greece Portugal Japan S. Korea Mexico Germany Thailand Indonesia U.S. China India U.K. Hong Kong Sweden Denmark Singapore

장기지향성 (Long-term Orientation) Degree to which people value long-term goals and have a pragmatic future- oriented approach, rather than a conventional normative short-term perspective Long-term OrientationShort-term Orientation Believe that truth depends very much on situation, context and time Ability to adapt traditions to changed conditions Strong propensity to save and invest Thriftiness and perseverance in achieving results Effects? Strong concern with establishing the absolute truth Exhibit great respect for traditions Small propensity to save for the future Focus on achieving quick results Effects?

장기지향성 순위 ScoreCountryScoreCountry 118China30New Zealand 96Hong Kong29United States 87Taiwan25Ethiopia 80Japan25Kenya 75South Korea25Tanzania 65Brazil25United Kingdom 61India25Zambia 56Thailand20Norway 48Singapore19Philippines 44Netherlands16Ghana 33Sweden16Nigeria 31Australia16Sierra Leone 31Germany HighAverage World Average = 45 Low China Hong Kong Taiwan Japan S. Korea Thailand Singapore Netherlands Australia U.S. U.K. Philippines Ghana

문화적 차원 지표

Overall Scores: 74 States & Regions

문화적 차원 국가비교 Comparison of Countries USUS / China

문화적 차원 국가비교 Comparison of Countries UKUK / Brazil / South Korea

 Hall (Beyond Culture 1976, The Dance of Life 1983) distinguished cultures according to how communication takes place  Context: whole situation, background, or environment in which an event takes place or an individual acts  Low / High Context Cultures Edward Hall 의 문화적 차원 : 맥락 ( Context)

High Context CultureLow Context Culture Covert and implicit messages, with use of metaphor and reading between the lines Overt and explicit messages that are simple, clear, straightforward Nonverbal contextual communication: tone of voice, facial expression, gestures, posture Focus on verbal communication Reserved, inward reactions Face saving, relationships with others, social harmony Visible, external, outward reaction Importance of action and solution Avoidance of conflict and confrontationConflict and confrontation are natural Strong distinction between in-group and out-group Flexible and open grouping patterns, changing as needed Commitment to long-term relationships Relationship more important than task Low commitment to relationship Task more important than relationships Time is open and flexible Process is more important than product Time is highly organized Product is more important than process Asia(Japan, China, Korea..), Middle East, Africa, South AmericaJapan North America, Western Europe 고맥락 문화 / 저맥락 문화

High Context CultureLow Context Culture Collectivist cultureIndividualistic culture More reliant on non- verbal cues Tend to use language that is indirect, ambiguous, and understated Less likely to conclude agreements with people whom they do not like personally Less likely to notice and understand non-verbal cues Direct and to the point, using language that is precise, open, and frank More likely to conclude agreements with people whom they do not like personally 고맥락 문화 / 저맥락 문화