Appendix
I - Models
Table 1
Hofstede’s Cultural Dimensions
Dimensions
Description
Power Distance
(PDI)
"Degree to which the less powerful members of a society accept and
expect that power is distributed unequally... How a society handles
inequalities among people."
Individualism vs.
collectivism (IDV)
Individualism is a preference "for a loosely-knit social framework in
which individuals are expected to take care of themselves and their
immediate families only. Its opposite, Collectivism, represents a
preference for a tightly-knit framework in society in which individuals
can expect their relatives or members of a particular in-group to look
after them in exchange for unquestioning loyalty."
Masculinity Vs.
femininity (MAS)
"Masculinity... represents a preference in society for achievement,
heroism, assertiveness and material reward for success... Femininity
stands for a preference for cooperation, modesty, caring for the weak
and quality of life."
Uncertainty
avoidance (UAI)
"degree to which the members of a society feel uncomfortable with
uncertainty and ambiguity… Countries exhibiting strong UAI maintain
rigid codes of belief and behaviour and are intolerant of unorthodox
behaviour and ideas. Weak UAI societies maintain a more relaxed
attitude in which practice counts more than principles."
Long-term Vs.
short-term
corientation
(LTO)
"Societies with a short-term orientation... exhibit great respect for
traditions, a relatively small propensity to save for the future, and a
focus on achieving quick results. In societies with a long-term
orientation, people believe that truth depends very much on situation,
context and time. They show an ability to adapt traditions to changed
conditions, a strong propensity to save and invest, thriftiness, and
perseverance in achieving results.
Indulgence Vs.
restraint (IVR)
"Indulgence stands for a society that allows relatively free gratification
of basic and natural human drives related to enjoying life and having
fun. Restraint stands for a society that suppresses gratification of
needs and regulates it by means of strict social norms."
Source: geert-hofstede.com/dimensions
1
Table 2
Trompenaars and Hampden-Turner’s fundamental dimensions of culture
Based on
the Primary
Works
Dimension
Universalism Particularism
Individualism Communitarianism
Neutral - Emotional
Social
Interaction /
Relationships
with people
(Parsons & Specific- Diffuse
Shils)
Attitudes to
time (Hall)
Attitudes to
the
environment
(Rotter)
Description
In universalist approach 'what is good and right can
be defined and always applies'. In particularism
obligation to relationships and unique circumstances.
(pp. 8)
If people see themselves as individuals or as part of a
group.
Should the nature of our interactions be objective
and detached, or is expressing emotion acceptable?
In a specific approach a manager tends to handle
situations without being personally involved in
anything else than what is specifically at stake, there is
no interest of knowing, socializing and sharing with
another individual whish will be the diffuse approach.
Achievement Ascription
Achievement accredits what an individual have
accomplished and what is his record. "Ascription
means that status is attributed to you, by birth,
kinship, gender or age, but also by your connections
(who you know) and your educational record." (pp.9)
Attitudes to Time
"In some societies what somebody has achieved in
the past is not" as important as "what plan they have
developed for the future. In other societies you can
make more of an impression with your past
accomplishments than those of today."(pp. 10)
Attitudes to the
Environment
"Some cultures see ... the origins of vice and virtue as
residing within the person. Here, motivations and
values are derived from within. Other cultures see
the world as more powerful than individuals. They
see nature as something to be feared or emulated."
(pp. 10)
Source: Trompenaars and Hampden-Turner, 1998, pp. 8 – 10.
2
Figure 1
Byram’s conceptualization of Intercultural Communicative Competence
Source: as taken from Byram (1997).
3
Figure 2
Effects of Lingua Franca Policy on Global Collaboration
Source: Neely at Al. (2012).
4
Figure 3
Harzing and Pudelko’s “comparative figure of four country clusters English skills and
importance of their own local language in the world”
Source: figure taken from Harzing and Pudelko (2012) article.
Figure 4
Wenger’s Components of a Social Theory of Learning
Source: http://www.timhoogenboom.nl/?p=233, Wenger (1998).
5
I – Samples of interview questions (containing translated ones also)
It must be said that because all interviewees are not as abundant and always
respond the question I sometimes had to intervene by asking other question related
to this ones or discuss a little with them.
For Native Spanish speaking interviewees
1- What is your name, your position and where do you work?
2- I sometimes asked about local production organization and characteristics in
order to make sure local producers were not to small in order to buy Skov’s
products.
3- What cultural aspects do you see of relevance when interacting and doing
business with Scandinavian businessmen? Could you give me some
examples?
4- Do you think locals would find uncomfortable doing Business with
Scandinavian Companies? Could you give me some examples?
5- What do you think about a Scandinavian employee coming to these markets
to do business if he does not speak Spanish? What difficulties could you see
in an interaction and negotiation outcome? Can you give me some examples?
6- What languages local producers can use for business purpose?
7- What is the importance and role of Spanish language for a Scandinavian or
foreign company in these markets?
For Skov Managers
1- What is your name, your position and where do you work?
2- Can you describe me Sko’s position and situation in Spanish speaking
markets one year ago?
3- Do you think this has to do with cultural differences? What about
communication issues? Can you give me some examples?
6
4- Did the language barrier affected negotiation process and outcome? Can you
give me some examples?
5- Where the locals enthusiastic or septic about doing business with a
Scandinavian company? Why do you think is that?
6- What language did you use to communicate with local producers or
partners?
7- What difficulties have you encountered while interacting with local potential
clients and partners on your trips in these markets? What about the business
culture, did you though it was more or less different, why?
8- 6- What do you think about the company applying learning tools or activities
in order to better understand these cultures?
9- What about the company employing directly or indirectly native Spanish
speakers or locals in order to help penetrate these markets?
8- What is the importance and role of Spanish language for a Scandinavian or
foreign company in these markets?
7