Danish SMEs in the global arena: cultural differences as learning potential

2012 ◽  
Vol 2 (2) ◽  
pp. 101 ◽  
Author(s):  
Martine Cardel Gertsen
Keyword(s):  
Cultural Differences ◽  
Learning Potential ◽  
Global Arena

The Role of Culture in Business Intelligence

2012 ◽  
pp. 38-51
Author(s):  
Jore Park ◽  
Wylci Fables ◽  
Kevin R. Parker ◽  
Philip S. Nitse
Keyword(s):  
Cultural Differences ◽  
Business Intelligence ◽  
Cultural Awareness ◽  
Information Gathering ◽  
Global Business ◽  
Foreign Markets ◽  
The Core ◽  
Core Components ◽  
Global Arena

Global business intelligence will struggle to live up to its potential if it fails to take into account, and accurately interpret, cultural differences. This paper supports this assertion by considering the concept of culture, explaining its importance in the business intelligence process, especially in foreign markets, and demonstrating that attention to culture is currently inadequate in most international business intelligence efforts. Without a tool capable of modeling social interaction in disparate cultures, BI efforts will under perform when extended to the global arena. The Cultural Simulation Modeler is examined as a means of enhancing essential cultural awareness. The core components of the modeler are explained, as are the limitations of automated information gathering and analysis systems.

scholarly journals LEADERSHIP STRATEGY IN MANAGING WORKPLACE DIVERSITY

2021 ◽  
pp. 190-199
Author(s):  
Amuta Arumugam ◽  
Dr.Ganesan Shanmugavelu ◽  
Dr.Yahya Osman ◽  
Dr.Khairi Ariffin ◽  
Dr.M.Nadarajan Manickam ◽  
...  
Keyword(s):  
Cultural Differences ◽  
Real Life ◽  
Diversity Management ◽  
Business Owners ◽  
Management Policy ◽  
Workplace Diversity ◽  
Policy Makers ◽  
Leadership Strategy ◽  
Global Arena ◽  
Workplace Outcomes

Leadership is how all the possible dimensions of diversity are managing an organization develops an essential ingredient for any workplace that wants to build happier, more productive and more effective workplaces. Leadership sets the tone for the rest of the organization, recognizing and assessing cultural differences helps the organization to frame sound workforce management strategy and in developing positive workplace outcomes. The way leaders working in global arena have to take cultural differences and values into the main consideration while formulating an effective motivation and leadership strategy. Diversity carries out specific strategies to get leaders have initiated efforts that highlighting a conceptual paper concept and few challenges of workforce diversity. It needs to be the official set application of motivation, leadership practices and also discusses the real-life diversity management. The key area to look within the leadership team workplace diversity is a challenge for everyone, especially managers and business owners. This paper underlines a necessary step to ensure that diversity remains a core business value, even leadership contributes an idea to management policy makers for designing an oriented motivational and leadership strategy for managing a diversified workforce. KEYWORDS : Leadership, Workplace, Diversity, Motivation, Competencies, Challenges,

The Role of Culture in Business Intelligence

2011 ◽  
pp. 1933-1947
Author(s):  
Jore Park ◽  
Wylci Fables ◽  
Kevin R. Parker ◽  
Philip S. Nitse
Keyword(s):  
Cultural Differences ◽  
Business Intelligence ◽  
Cultural Awareness ◽  
Information Gathering ◽  
Global Business ◽  
Foreign Markets ◽  
The Core ◽  
Core Components ◽  
Global Arena

Global business intelligence will struggle to live up to its potential if it fails to take into account, and accurately interpret, cultural differences. This paper supports this assertion by considering the concept of culture, explaining its importance in the business intelligence process, especially in foreign markets, and demonstrating that attention to culture is currently inadequate in most international business intelligence efforts. Without a tool capable of modeling social interaction in disparate cultures, BI efforts will under perform when extended to the global arena. The Cultural Simulation Modeler is examined as a means of enhancing essential cultural awareness. The core components of the modeler are explained, as are the limitations of automated information gathering and analysis systems.

The Role of Culture in Business Intelligence

2010 ◽  
Vol 1 (3) ◽  
pp. 1-14 ◽  
Author(s):  
Jore Park ◽  
Wylci Fables ◽  
Kevin R. Parker ◽  
Philip S. Nitse
Keyword(s):  
Cultural Differences ◽  
International Business ◽  
Business Intelligence ◽  
Cultural Awareness ◽  
Global Business ◽  
Foreign Markets ◽  
The Core ◽  
Core Components ◽  
Global Arena

Global business intelligence will struggle to live up to its potential if it fails to take into account, and accurately interpret, cultural differences. This paper supports this assertion by considering the concept of culture, explaining its importance in the business intelligence process, especially in foreign markets, and demonstrating that attention to culture is currently inadequate in most international business intelligence efforts. Without a tool capable of modeling social interaction in disparate cultures, BI efforts will under perform when extended to the global arena. The Cultural Simulation Modeler is examined as a means of enhancing essential cultural awareness. The core components of the modeler are explained, as are the limitations of automated information gathering and analysis systems.

Cognitive gadgets: A provocative but flawed manifesto

2019 ◽  
Vol 42 ◽  
Author(s):  
Marco Del Giudice
Keyword(s):  
Theory Of Mind ◽  
Cultural Differences ◽  
Twin Studies ◽  
Cross Cultural ◽  
Evolutionary Approach ◽  
Genetic Inheritance ◽  
Double Standards ◽  
Cross Cultural Differences ◽  
Cherry Picking ◽  
Dichotomous Thinking

Abstract The argument against innatism at the heart of Cognitive Gadgets is provocative but premature, and is vitiated by dichotomous thinking, interpretive double standards, and evidence cherry-picking. I illustrate my criticism by addressing the heritability of imitation and mindreading, the relevance of twin studies, and the meaning of cross-cultural differences in theory of mind development. Reaching an integrative understanding of genetic inheritance, plasticity, and learning is a formidable task that demands a more nuanced evolutionary approach.

The Cross-Cultural Equivalence of Parental Rearing Measure: EMBU-C

2006 ◽  
Vol 22 (2) ◽  
pp. 85-91 ◽  
Author(s):  
Maja Deković ◽  
Margreet ten Have ◽  
Wilma A.M. Vollebergh ◽  
Trees Pels ◽  
Annerieke Oosterwegel ◽  
...  
Keyword(s):  
Factor Analysis ◽  
Cultural Differences ◽  
Cross Cultural ◽  
Child Rearing ◽  
Latent Factors ◽  
Immigrant Adolescents ◽  
Confirmatory Factor ◽  
Parental Rearing ◽  
The Cross ◽  
Multigroup Confirmatory Factor Analysis

We examined the cross-cultural equivalence of a widely used instrument that assesses perceived parental rearing, the EMBU-C, among native Dutch and immigrant adolescents living in The Netherlands. The results of a multigroup confirmatory factor analysis indicated that the factor structure of the EMBU-C, consisting of three latent factors (Warmth, Rejection, and Overprotection), and reliabilities of these scales are similar in both samples. These findings lend further support for the factorial and construct validity of this instrument. The comparison of perceived child rearing between native Dutch and immigrant adolescents showed cultural differences in only one of the assessed dimensions: Immigrant adolescents perceive their parents as more overprotective than do Dutch adolescents.

What’s Next?

2011 ◽  
Vol 23 (1) ◽  
pp. 60-63 ◽  
Author(s):  
Peter Vorderer
Keyword(s):  
Cultural Differences ◽  
Factor Model ◽  
New Developments ◽  
Theoretical Concepts ◽  
Open Questions ◽  
Entertainment Products ◽  
Entertainment Theory

This paper points to new developments in the context of entertainment theory. Starting from a background of well-established theories that have been proposed and elaborated mainly by Zillmann and his collaborators since the 1980s, a new two-factor model of entertainment is introduced. This model encompasses “enjoyment” and “appreciation” as two independent factors. In addition, several open questions regarding cultural differences in humans’ responses to entertainment products or the usefulness of various theoretical concepts like “presence,” “identification,” or “transportation” are also discussed. Finally, the question of why media users are seeking entertainment is brought to the forefront, and a possibly relevant need such as the “search for meaningfulness” is mentioned as a possible major candidate for such an explanation.

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