2. Specific and diffuse cultures
Specific
Segrate positions at work from other life
a.k.a. U-types
Eg. Americans
Diffuse
Authority at work transfers to society
a.k.a. G-types
Eg. Japanese
3. Consequences
Specific seem more open
Diffuse seem more guarded
Once you are in you are in my WHOLE life
Face more important in diffuse cultures
Specific more object oriented
Diffuse more relationship oriented
4. Business Consequences
Relationships vital in diffuse
Pay for perfomance in specific
Low labour turnover in diffuse
Less M&A activity in diffuse
More cross-holdings in diffuse
Diffuse corporations more “social”
5. Dealing with specifics
Study and acknowledge objectives
Stick to the point
Well-structured meetings
Titles may seem pompous
Only skills relevant to business at hand are
important
6. Dealing with the diffuse
Understand organisational background and vision
Take your time
Let meetings meander rather than impose
structure
Titles, background and age important across all
spheres of life
7. The End
Based on the work of Fons Trompenaars & Charles
Hampden-Turner: Riding the Waves of Culture.
Bachelorinternationalmanagement.eu
Michael Medlock MBA