Search results

This study uses Hall's (1976) theory of low/high context culture with theories of interpersonal adaptation (Gudykunst, 1985; Patterson, 1983) to test communication preferences, flexibility, and effectiveness in same‐ and mixed‐culture negotiation. Ninety‐three same‐culture low context (Israel, Germany, Sweden, and U.S.), 101 same‐culture high context (Hong Kong, Japan, Russia, Thailand), and 48 mixed‐culture mixed context (U.S.‐Japan, U.S.‐Hong Kong) dyads negotiated a 1 ½ hour simulation. Transcripts were content coded for direct and indirect integrative sequences and analyzed with hierarchical linear regression. Supporting the theory, results revealed more indirect integrative sequences in high context dyads and more direct integrative sequences in low context and mixed context dyads. Direct integrative sequences predicted joint gains for mixed context dyads.

States that the major reasons for difficulties in cross‐cultural communication stem from the fact that actors from different cultures have different understandings regarding the interaction process and different styles of dialogue. Suggests that better understanding of communication within other cultures is the key to success. Uses past literature to suggest a number of cultural variability constructs concerning preferred interaction behaviours and the common themes they share. Presents three case studies to illustrate this.

The purpose of this paper is to identify the key features of an identity standards manual and assess the differences in the rules used for applying the brand to both low‐ and high‐context cultures, companies selling consumer goods and those selling services, and multinational and local companies.

The methodology is based on the analysis of 341 identity standards manuals and on the analysis of three key features found in the manuals: contents, normative tone, and development.

The results divide the contents of the manual into two blocks: core and peripheral; and show that there are differences between the manuals of high‐ and low‐context cultures, companies selling consumer goods and those selling services, and multinational and local companies.

Type I errors could have been introduced and the conclusions must be regarded as tentative.

The findings show that applying the brand at an international level requires a strategy of adaptation which takes into account the particular nature of each culture.

This paper contributes to the debate on standardization/adaptation of the signs of visual identity (name, logo, and color) in global marketing, by studying the rules used in applying the brand and discussion of the documents which contain them.

When multinational managers attempt to transfer best practices across cultures, the challenges inherent in cross‐cultural transfer may actually diminish competitiveness, instead of enhancing it. Multinational managers need to understand the cultural context of best practices, both at the source and at the target, in order to overcome these challenges and facilitate the transfer process. The challenges to effective transfer of best practices between cultures may arise because of the kinds of variances between cultural environments. These variances may pertain to concepts, perceptions, standardization, gradation and validation, substitutability and decision rules. Unmediated transfer of best practices across cultures may produce distortions in perceptions, understanding, interpretation and motivation of customers, competitors, employees and market players in the global markets. These distortions may in turn lead to conflicts and resistance and adversely impact the cost structure, revenue mix and profitability options. Understanding the cultural context and adapting best practices in tune to the recipient culture can be an invaluable tool to preempt or respond effectively to competitive challenges in the global markets.

Retail prices ending in 0, 5 (even ending), and 9 (odd ending) are common in western countries. The purpose of this paper is to explain variances in odd versus even ending practices in western versus non‐western countries, using Hall's high‐low context construct.

A survey of web‐posted prices in ten countries is conducted.

Relative to their counterparts in low context, western cultures, consumers in high context, non‐western cultures may be less prone to the illusion of cheapness or gain created by odd endings, and more likely offended by such perceived attempts to “fool” them. Thus, odd endings are predicted to operate at a higher level of value significance to consumers, and to occur less frequently relative to even endings, in high than low, context cultures. Data support the predictions.

Additional empirical studies are recommended to further test the proposed theory.

Western firms need to be cautious when replicating odd ending practices in non‐western markets. Even ending is a “safer” pricing format. Odd endings, if used, should convey cheapness or gain that is more “real”.

The research results indicate that the results of western‐based consumer research cannot be treated as universally applicable. The high‐low context theory supplements prior theories for price ending patterns in non‐western countries, and those based on perceptions and affect in the west. The study also demonstrates the usefulness of the web method in international pricing research.

Advertising intensity is treated either as a resource that allows firms to create competitive advantages (intangible asset view) or as an investment to build advertising resource (investment expense view). This current research supports the investment expense view. The authors do so by examining the moderating role of firm age (a proxy for knowledge) in the relationship between advertising intensity and performance as well as the influence of cultural communication styles on this moderation.

Secondary data were collected from multiple sources. With a sample of 262 companies from 10 countries (149 firms from high-context cultures and 113 firms from low-context cultures), ordinary least squares was used to estimate the regression coefficients to test the hypotheses. An instrumental variable approach with two-stage least squares estimates was used to address an endogeneity bias. Average industry advertising intensity excluding the focal firm was used as an instrumental variable.

The findings demonstrate that firm age significantly moderates the advertising intensity/performance relationship, but this moderation is only significant in high-context cultures. These findings imply that firms within high-context cultures must continually invest in advertising expenditures, while firms in low-context cultures may not need to do so to increase performance.

The results of this study provide insight into the debate of whether advertising expenditures boost performance, as well as provide international marketing managers with a clearer picture on how to invest in advertising within their respective markets.

A majority of the studies that examine the advertising intensity/performance link rely solely on the resource-based view. The authors utilize a multi-theoretical perspective to provide a fine-grained understanding of this relationship. Moreover, the authors apply the investment expense view to examine advertising intensity as an investment to build advertising resources, rather than a resource. This investment must be incorporated with the knowledge to properly employ the investment to develop advertising resources. Further, the authors find that firms expanding into high-context cultures must devote more effort into developing advertising capabilities to properly employ advertising resources than firms in low-context cultures.

The Internet, World Wide Web, and related information technologies, originally developed in Western countries, have rapidly spread to a great variety of countries and cultures. Many of these technologies facilitate and mediate interpersonal communication, an activity whose modes and means bind closely to cultural values. This article provides a theoretical integration of a framework for culture values together with a model for understanding privacy and related issues that arise when personal information is shared or exchanged using information technology. The resulting hybrid framework can help understand and predict individuals’ culturally linked reactions to various communication‐related IT applications (e.g. e‐mail, e‐commerce sites, Web‐logs, bulletin boards, newsgroups) in diverse cultural contexts. An application of the framework to cultural settings in Middle Eastern nations concludes the article.

The purpose of this study is to investigate the effects of national culture on the diffusion process of business‐to‐consumer (B2C) e‐commerce using Hall's cultural classifications and Hofstede's multicultural framework.

Time‐series secondary data across 58 countries were utilized and independent samples t‐test and nonparametric correlation analyses were conducted to test the proposed hypotheses.

Results of the study suggest that high‐context and polychronic cultures are more conducive to the adoption and diffusion of internet retailing. An unexpected finding is evidence of the significant positive impact of uncertainty avoidance on B2C e‐commerce adoption.

Based on the empirical findings of the study, managerial implications are derived. These insights may help global internet marketers predict B2C e‐commerce adoption and diffusion across countries and formulate more effective online marketing and communication strategies by accommodating for cultural influences during the diffusion process. Limitations and directions for future research are also discussed.

This study is among the few large‐scale empirical studies attempting to establish the importance of understanding cultural influences on consumers’ online purchasing behavior across countries.

The high failure rate for expatriate leaders is well documented. One major cause of these failures has been identified as the incongruencies in the perceptions of expatriate leaders and the host members that they manage. This article describes theory and research which suggests that a potential explanation for at least some of these perceptual incongruencies is that they are a result of culturally‐based attributional biases interacting with self‐serving and actor‐observer attributional biases. Although not all of the interactions of these biases result in incongruent perceptions, some interactions appear to be particularly prone to result in incongruent perceptions such as when leaders from highly individualistic and low context cultures interact with members from highly collectivistic and high context cultures. Suggestions for research and interventions designed to reduce incongruent attributions between leaders and members are discussed.