Capital city
Brasilia
Language
Portuguese
Population
approx. 187 million (62% under age of 29)
Climate
mostly tropical, but temperate in south
(average temperature 22-27°C)
Religion
Roman Catholicism
Government
Federative Republic
Economy
largest in South America, 7 th largest in the world
http://www.brazil.org.uk/,
http://www.suapesquisa.com/clima
80
76
69
65
68
67
38
38
60
38
40
20
0
UAI
PDI
Brazil
Germany
IND
MAS
Adapted from Hofstede & Hofstede
(2005) from Luthans & Don (2009)

GERMANY

BRAZIL

Polychromic culture

Relaxed and flexible approach to

When invited for dinner arrive on
time

Arrival at dinner should be at least
30 min later

Face to face communication
preferred
Honest, rational, say what they
think (literal and direct culture)


Written communication is
favoured

time

Small lies told to avoid
confrontation, not to hurt
Doing culture
anyone`s feelings (coded and
diplomatic culture)

Being culture
http://www.worldbusinessculture.co
m, http://www.kwintessential.co.uk

GERMANY (65%)

BRAZIL (76%)

Belief in experts and their

Highly structured

“Custo Brazil” – real cost of business
knowledge

Technical skills and strong and
(legal & bureaucratic complications,
clear leadership required

etc)
Methodical approach with clear

indentified goals

Law, rules, regulations and religion
used to avoid uncertainty
Considerable amount of
preparation and in depth planning
(meetings, schedule, etc to avoid
ambiguity)

Lots of rules and regulations
http://www.worldbusinessculture.com, Hofstede,
G, (2002) "Difference and danger: cultural profiles
of nations and limits to tolerance" from Albrecht, M,

GERMANY (38%)

BRAZIL (69%)

Decentralized and flatter

Very hierarchical, decisions made at
organizational structure
(functional structure)
most senior levels

Clear instructions are necessary if

Equal qualifications

Exercise of power is more flexible

Lot of internal politics

Strong respect for authority

Understanding of the corporate power
task to be performed fully
(formal relationships, even in
public)
structure is important

Relationships and personality come
before business
http://www.worldbusinessculture.com

GERMANY (67%)

BRAZIL (38%)

Competence over seniority

Seniority over competence

Free market economy encourages

Publicly own companies encourage
individualistic tendencies

Status and position is based on
collective culture

individual achievements

Business and family life is separate
Loyalty and trust over individual
needs (relationships orientated)

Importance of family (also evident
in business culture)
Adapted from Malinak (2007)
from
http://www.communicaid.acom,
http://www.worlbusinessculture.c
om

GERMANY (68%)

BRAZIL 38%)

Professional goals are more

More caring for others, less self
important than personal

Assertive, tough, competitive and
centered

focused on material success
More emphasis on work balance
(quality of life)

Work balance is of low importance

Gender quality
men in workplace, although

Emotion is seen as weakness
business women are treated fairly)


Traditional values (dominance of
Very tactile and emotive culture
http://www.kwintessential.co.u
k









DO`S
time spent on building
relationships is never wasted
Pay attention to your appearance
Do your homework (“custo brazil)
Use local legal expertise
Manage
Learn language
Make sure you deal with decision
maker
Be yourself, be honest









DON`TS
Show feeling of frustration or
impatience
Publicly criticize your Brazilian
counterparts
Worry if agendas at meetings are
not followed
Change your negotiating team
Rely on emails to give information
Be detached
Avoid the use of humor in
business situations
Speak Spanish
Adapted from Malinak (2007) from
http://www.communicaid.com,
http://www.worlbusinessculture.co
m





Adler, N., 2002. “How do cultural differences affect organisations? “ from Alder, N.,
International dimensions of organizational behaviour, Thomson South Western, pp 4572. Available from: http://site.ebrary.com/lib/bournemouth [Accessed March 2011].
ITIM International. 2009. Geert Hofstede Cultural Dimensions. Available from:
http://www.geert-hofstede.com/hofstede_germany.shtml [Accessed March 2011].
Kwintessential. Brazilian society & culture. Available from:
http://www.kwintessential.co.uk [Accessed April 2011]
Sua pesqusa. 2008. Clima do Brasil. Available from:
http://www.suapesquisa.com/clima [Accessed April 2011]
Cole, T., 2011. German Blue Chips agree compromise on gender quotas. Mail on
Sunday Financial Mail Women’s Forum. 5 April. Available from:
http://www.fmwf.com/media-type/news/2011/04/german-blue-chips-agreecompromise-on-gender-quotas/ [Accessed 18.4.11].

Emassy of Brazil in London. 2011. Economy and Trade. Available from:
http://www.brazil.org.uk/ [Accessed March 2011]

Hofstede, G. 1991. Cultures and organisations: Software of the mind. London : McGraw
Hill.

Hofstede, G, (2002) "Difference and danger: cultural profiles of nations and limits to
tolerance" from Albrecht, M, International HRM : managing diversity in the workplace
pp.9-23, 658.3008/ALB: Blackwell Publishers

Luthans, F., and Doh, J, P., 2009. International Management – culture, strategy,
and behaviour. 7th ed. New York : McGraw Hill

ITIM International. 2009. Geert Hofstede Cultural Dimensions. Available from:
http://www.geert-hofstede.com/hofstede_germany.shtml [Accessed March 2011].

Kwintessential. Brazilian society & culture. Available from:
http://www.kwintessential.co.uk [Accessed April 2011]

Malinak, C., 2007. M A. Intercultural Communication. CIA World Factbook.
Available from: http://www.communicaid.com [Accessed April 2011]


Worldbusinessculture. Doing business in Germany. Available from:
http://www.worldbusinessculture.com/Business-in-Brazil.html [Accessed March
2011].
Worldbusinessculture. Doing business in Germany. Available from:
http://www.worldbusinessculture.com/Business-in-Germany.html [Accessed
March 2011].