Cultural traits of Greece can significantly impact international business and management practices. Greece has a high power distance and uncertainty avoidance, indicating a centralized power structure and preference for clear rules. It is a collectivist society where group unity is valued over individual goals. Masculinity is moderately high, reflecting traditional gender roles. Understanding these cultural dimensions is essential for foreign businesses to effectively manage in Greece and negotiate deals. Building strong relationships through networking and hospitality is especially important when working with Greek business partners.

1. Cultural Traits of Greece and International Business By Christopher Pappas Master of Business Administration 6100 Dr. James M. McFillen International Business and Management Monday, July 27, 2009

3. How cultural traits of Greece affect International Business?

5. It is of great importance for an international business to investigate how the society’s culture affects the values found in the workplace.

6. While doing business internationally, it is essential to consider a number of national culture elements which have an impact on consumers, employees, managers, and partners.

7. A company in order to benefit from globalization needs to deeply understand and integrate the culture of the local market. Management processes, procedures, and supply chain policies should vary based on culturally determined work-related values.

10. GPD per capital $33,434

11. Member of the United Nation since 1945

12. Member of Europe Union since 1981

14. Subordinates expect guidance from upper level managers and they are not given important work.

15. Greeks expect and accept that managers are right and their skills and abilities should not be questioned.

16. Employees do not participate in decision making and there is more centralized pyramidal power structure.

17. There is not motivation for subordinates to discuss problems of the producing process or suggest more effective ways of producing.

18. There is a gap between wealthy and poor citizens.

20. People are loyal and protective to each other, they tend to protect each other from what we call face lost.

21. Greeks value group unity and harmony more than individual success.

22. They retain tight family relationships with the extended family.

23. In working environment personal relationships, bonds, and moral values are stronger than contacts.

24. Group achievement are more important than personal goals.

25. Regarding cooperation, people are highly collaborative and not competitive with each other.

27. Sex roles are differentiated, money and material goods are highly valued and an acquisition of wealth is of high priority.

28. Family structure is traditional and fathers “govern” the family.

29. In working environment the male dominates a significant portion of the society and power structure.

30. There are only few women in upper and middle level management positions and there is a large gender wage gap.

32. They expect clear instructions, rules, and regulations.

33. Very common to start and end their carrier in the same organization.

34. They hardly ever change job or career paths.

35. People in Greece and in other countries that score high in uncertainty avoidance, such as Austria, Belgium, France and Germany are conservative, xenophobic and the gender roles are traditional.

36. People want to maintain long term relationships with partners they know and trust.

37. They do not feel comfortable in creating relationships with foreign partners; hence, they face difficulties in surviving in the complex and international business environment.

39. People respect tradition, hesitate to implement new technologies, evolve, and change strategies.

40. These characteristics can be a barrier in fast moving markets and keep countries from being innovative and competitive.

43. Gatherings and hospitality are highly valued in business relationships. Such occasions include gift-giving, drinking, and toasting.

44. During the negotiations, hand-shakes and introductions are key elements. It is important not to rush into the actual negotiation, since Greeks like to get to know the opposite party, their background and body language.

45. It is essential for the foreign partners to “read non-verbal messages”

46. Greeks tend to take time to respond to a proposal, delay their response, and need to check with the headquarters often. They appreciate business partners that are persistent and do not give up easily.