Seminar paper from the year 2011 in the subject Business economics - Business Management, Corporate Governance, , language: English, abstract: This seminar paper deals with Sweden and Germany as negotiation partners from a German perspective. Although one would assume quite various similarities between these countries due to geographical proximity and same origin of language, they are indeed quite different – an issue also investigated by Eoro Vaara. The aim of this paper is to show that even slight or subtle differences in cultural patterns should be considered. Therefore only who can communicate without cultural misunderstandings can experience successful cross-cultural negotiations. Sweden has been chosen since there is a lot of research about cultural differences between American, Asian and Arab countries, but hardly any regarding inter-European. Another reason is also because of personal experiences in Sweden and with Swedish friends. It was challenging to investigate in a country, which does not seem to be culturally much apart from Germany. After a short introduction, the second chapter gives the reader a definition for culture and an overview of Hofstede’s model of dimensions. This chapter also presents the different kind of cultures from a German and Swedish perspective. Therefore the third chapter deals with negotiations between Germans and Swedes while doing business. This paper ends with the chapter “conclusion”.

Seminar paper from the year 2014 in the subject Business economics - Business Management, Corporate Governance, grade: 1,3, Pforzheim University, language: English, abstract: This paper gives a brief overview about essential differences between the German and American business culture. Nowadays business is run globally and does not know any barriers. Trade and access to new markets are expanding, international mergers and acquisitions or joint ventures are increasing, business relations are getting strongly interconnected worldwide. Therefore, managers have to take into account national and international regulations. Employees of multinational companies work in various countries for a certain period, students go abroad as interns in order to gain work and intercultural experiences. Countries all over the world are involved in business issues, includ-ing the differences regarding cultures, societies, and the way of doing business, that creates not only opportunities but represents challenges as well. Through globalization business faces many workplace related cultural differences.

Seminar paper from the year 2009 in the subject Business economics - Miscellaneous, grade: 1,7, Furtwangen University; Villingen-Schwenningen, language: English, abstract: With this paper I want to provide an understanding of the cultural differences of Germans and Russians in terms of doing business together. Germany is the most important foreign trade partner for Russia and the business relation is forecasted to remain attractive for both parties. (www.auswertiges-amt.de) If managers from different cultures do business together, it is very important to be aware of the cultural differences when conducting business abroad to understand the business partners better. Culture is “something (...) that shapes behavior, or ... structures one’s perception of the world.” (Nancy J. Adler, International Dimensions of Organizational Behaviour, p.54; 2008) There are many aspects to look at, if you compare the German and the Russian culture. I used the cultural dimensions developed by Geert Hofstede and chose three dimensions, which I think are most relevant in this context, to point out cultural differences between Germans and Russians. This paper will first look at the differences in power distance of both countries. Then it goes on with the effects of the different scores in masculinity. The third dimension covered in this paper is uncertainty avoidance. It is to mention that Hofstede has not published any large-scale empirical studies for Russia, but he provided estimates.

For All Students Ideal for a variety of courses, this completely up-to-date, alphabetically organized handbook helps students understand how people from German-speaking nations think, do business, and act in their daily lives.

HauptbeschreibungAs globalisation becomes more pervasive in everyday life, many people are faced with challenging new situations: Cultural differences no longer fascinate only tourists and intrigue academics. The impact of globalisation has become, to a large extent, a part of our daily life, particularly in the business world. This book sheds light on the two sides of German business partnerships in intercultural settings. On the one hand it deals with people working with Germans from their home country as well as with expatriates who have come to live and work in Germany. On the other hand it.

The book is the most comprehensive account of the phonology of Danish ever published in any language. It gives a clear analysis of the sound patterns of modern Danish and examines the relations between its speech sounds and grammar. The author develops new models for the analysis of phonology and morphology-phonology interactions, and shows how these may be applied to Danish and to other languages. Danish has an unusually rich vowel system and exhibits radical reduction processes that make it difficult for foreigners to understand. The sound pattern is equally challenging for the analyst. Professor Basbøll develops a non-circular model for the sonority syllable and applies it to Danish phonotactics. He presents a radically new and insightful analysis of stød, a syllable accent which has a complex grammatical distribution and is unique among the world ́s languages. He also describes syllabic and word structures, and stress and intonation. The book is fully referenced and indexed. It will be widely welcomed by phonologists and scholars of Danish, and is likely to become the standard account of Danish phonology.

The first comprehensive and statistically significant analysis of the predictive powers of each cross-cultural model, based on nation-level variables from a range of large-scale database sources such as the World Values Survey, the Pew Research Center, the World Bank, the World Health Organization, the UN Statistics Division, UNDP, the UN Office on Drugs and Crime, TIMSS, OECD PISA. Tables with scores for all culture-level dimensions in all major cross-cultural analyses (involving 20 countries or more) that have been published so far in academic journals or books. The book will be an invaluable resource to masters and PhD students taking advanced courses in cross-cultural research and analysis in Management, Psychology, Sociology, Anthropology, and related programs. It will also be a must-have reference for academics studying cross-cultural dimensions and differences across the social and behavioral sciences.

An international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life. Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out. In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together. She provides a field-tested model for decoding how cultural differences impact international business, and combines a smart analytical framework with practical, actionable advice.

Bachelor Thesis from the year 2016 in the subject Economics - Case Scenarios, grade: 2,6, University of Applied Sciences Koblenz (Wirtschaft), language: English, abstract: This paper tries to determine the main differences between Germany and Singapore and to answer the question what Germany can learn from Singaporean business culture. Since the world is becoming more and more multicultural, international and connected, cultures and their components change over time. Modern companies of today, who are looking to do business in Europe and Asia are most successful when building up regional headquarters rather than focus on a specific market with country-specific headquarters. In the past, Singapore became the predominant location for regional headquarters in Asia (especially South-East Asia) for various reasons. The former British colony provides all necessary aspects to attract foreign direct investments in conjunction with an English speaking environment. As of today Singapore became one of best and easiest countries to do business with in conjunction with a stable political environment. The counterpart in Europe for Singapore is the export-oriented Germany. After its reunification in 1990, Germany became the strongest economic power in Europe and one of the strongest worldwide. With the focus on export to all continents, it is necessary to build up headquarters around the world to maximize the effectiveness. Today, about 1400 German firms are located in Singapore, which makes them an important partner. Since multinational companies become bigger and more involved in different sectors, success in business will inevitably demand a change of corporate and business culture. Therefore it is important to understand foreign cultures and business cultures to better adapt to the foreign culture. Additionally improvements of other business cultures can be used and implemented into the own business culture.