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1、whatarethemostimportantculturedifferencesandelementsofinterculturalcoAsweallknow,differentcountrieshavedifferentcultures.'Cultureisthecollectiveprogrammingofthemindwhichdistinguishesthemembersofonecategoryofpeoplefromanother.'(Hofstede,1991)Itisinevitablethattheculturaldifferencehasimpacto
2、nbusiness.Forexample,whenacompanyhavingmeeting,theword"table"inAmericanEnglishthatmeanstoputsomethingontheagenda.ButinBritishEnglishitmeanstoputsomethingofftheagenda.Thisexampleindicatedhowthecultureaffectsthebusiness.TherearefourculturaldimensionsthatweredefinedinHofstede'sresearch:Powerd
3、istance,Uncertaintyavoidance,Individualism,Masculinity,andrecentlyHofstedeaddonemore:long-term-short-termorientation.WhatIthinkthemostsignificantinfluenceinculturaldifferenceisthepowerdistance.(Hoecklin,1995:28)"Itwouldconditiontheextenttowhichemployeesacceptthattheirbosshasmorepowerthanth
4、eyhaveandtheextenttowhichtheyacceptthattheirboss'sopinionsanddecisionsarerightbecauseheorsheistheboss."Iconsidereditashowmuchsubordinatescanconsentordissentwithbossesormanagers.Itisthedistancebetweenamanagerandsubordinate.Amongmostorientalcorporatecultures,thereishierarchism,greatercentral
5、ization,sometimescalled'power-orientedculture',duetothehistoricalreasons.Thatisahighpowerdistanceculturethatmangersmakethedecisionandsuperiorsappealtobeentitledmoreprivileges.Theirdecisionalwaysclosesupervisionpositivelyevaluatedbysubordinates.Inthissituation,itisnotberegardedifasubordinat
6、eshaveadisagreementwiththeirmanagers,especiallyinMalaysia,Japan,China,India.Intheoriental,powerdistanceisalsoassociatedwith'thefamilyculture'(Trompernaars,1993:139).Inthiskindofcorporateculturethemanagerislikethe"caringfather"whoknowsbetterthanhissubordinateswhatshouldbedoneandwhatissuitab
7、leforthem.Thesubordinatesalwaysesteemthemanagers.Becauseofthemanagersageandexperience.Thatisusuallyhowemployeesgettheirpromotion.Therearebothpositiveandnegativepartsinthefamilycultures.Ifeelitisaneasymanagingsystem.Butsometimeitishardtogetyoungcreativeemployee
