Cross Cultural Management- Dancom Case Study

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Drawing on theories of both cross cultural management and motivation, discuss the factors influencing the contrasting behaviour of both the hosting insiders and outsiders at Dancom. What could be done to help the outsiders become more involved? To understand the case we have to first understand the theories of cross culture management and motivation.... we would be later on moving to the introduction and issues at Dancom. The last but not the least would be the suggestions and their implication in relation to the “outsiders” at Dancom along with the mentioned theories. When a company goes to other country for business there is lot of capital and resources that are invested. There is a very famous saying that “when in Rome do as Romans…show more content…
Subsequent studies by others covered students in 23 countries, elites in 19 countries, commercial airline pilots in 23 countries, up-market consumers in 15 countries, and civil service managers in 14 countries. Together these studies identified and validated four independent dimensions of national culture differences, with a fifth dimension added later. He has found five dimensions of national culture in his study. These dimensions of national culture are Power Distance, Individualism, Masculinity, Uncertainty avoidance, Long term orientation. These cultural differences describe averages or tendencies and not characteristics of individuals Following are the five dimensions of national culture: Small vs. Large Power Distance: The first dimension indicates the extent to which a society can dominate, to what extent a society can exploit and the unequal distribution of power. The extent to which the less powerful members of institutions and organizations expect and accept that power is distributed unequally. Small power distance (e.g. Austria, Denmark) expect and accept power relations that are more consultative or democratic. People relate to one another more as equals regardless of formal positions. Subordinates are more comfortable with and demand the right to contribute to and critique the decision making of those in higher positions. In large power distance countries

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