文化分析模式

Prescribe HALL ‘s context and HOFSIEDE’s Network and Implications for international business activities简述HALL和HOFSIEDE的文化分析模式及对国际商务活动的启示Hall’s High-context and Low-context cultural patternEdward Hall provides a very important tool for examining cultural difference by which he distinguishes among cultures on the basis of the role of context in communication.High context refers to societies or groups where people have close connections over a long period of time. Many aspects of cultural behavior are not made explicit because most members know what to do and what to think from years of interaction with each other. Your family is probably an example of a high context environmentLow context refers to societies where people tend to have many connections but of shorter duration or for some specific reason. In these societies, cultural behavior and beliefs may need to be spelled out explicitly so that those coming into the cultural environment know how to behave High and Low context differ in the ways that the structures of relationships and main type of cultural knowledge. High context cultural means dense structure of relationship, longterm relationships in which relationship is more important than task and more knowledge of this culture is below the waterline which is to say that it’s hard to explain even if you are a member of that culture. While it’s opposite in the Low context cultural pattern.High contexts can be difficult to enter if you are an outsider (because you don't carry the context information internally, and because you can't instantly create close relationships). Low contexts are relatively easy to enter if you are an outsider (because the environment contains much of the information you need to participate, and because can you form relationships fairly soon, and because the important thing is accomplishing a task rather than feeling your way into a relationship). Remember that every culture and every situation has its high and low aspects. Often one situation will contain an inner high context core and an outer low context ring for those who are less involved.When you enter a high context situation, it doesn't immediately become a low context culture just because you came in the door! It is still a high context culture and you are just (alas), ignorant. Also, even low context cultures can be difficult to learn: religious dietary laws, medical training, and written language all take years to understand. The point is that that information has been made conscious, systematic, and available to those who have the resources to learn it.Hofstede’s dimensionsGeert Hofstede conducted the most famous study of how culture relates to values in the workplace, from which Hofstede isolated four dimensions that he claimed summarized different cultures ----power distance, uncertainty avoidance, individualism versus collectivism, and masculinity versus femininity，Confucian dynamism.Power distance dimension focused on how a society deals with the fact that people are unequal in physical and intellectual capabilities. High power distance cultures were found in countries that let inequalities grow over time into inequalities of power and wealth.Individualism versus collectivism dimension focused on the relationship between the individual and his or her fellows. In individualistic societies, the ties between individuals were loose and individual achievement and freedom was highly valued.Uncertainty avoidance dimension measured the extent to which different cultures socialized their members into accepting ambiguous situations and tolerating uncertainty. Members of high uncertainty avoidance cultures placed a premium on job security, career patterns, retirement benefits, and so on. They also had a strong need for rules and regulations; the manager was expected to issue clear instructions, and subordinates’ initiatives were tightly controlled.Masculinity versus femininity dimension looked at the relationship between gender and work roles. In masculine cultures, sex roles were sharply differentiated and traditional “masculine values,” such as achievement and the effective exercise of power, determined cultural ideals.Confucian dynamism is the fifth dimension that Hofstede argued captured additional cultural differences not brought out in his earlier work. According to Hofstede, Confucian dynamism captures attitudes toward time, persistence, ordering by status ,protection of face, respect for tradition, and reciprocation of gifts and favors. The label refers to these “values” being derived from Confucian teachings.Hofstede’s results are interesting for what they tell us in a very general way about differences between cultures. Many of Hofstede’s findings are consistent with standard Western stereotypes about cultural differences. But, one should be careful about reading too much into Hofstede’s research. It has been criticized on a number of points.In all, Just as Hofstede’s cultural dimension should not be accepted without question, Hofstede’s work should not be dismissed either. It represents a starting point for managers trying to figure out how scholars have found strong evidence that differences in culture affect values and practices in the workplace, and Hofstede’s basic results have been replicated using more diverse samples of individuals in different settings. Still, managers should use the results with caution, for they are not necessarily accurate.霍尔的高低语境文化模式爱德华霍尔提供了一个分析文化差异性的重要工具，这个工具是以语言在交流中的角色为理论基础的。