scholarly journals Characterization of Beekeepers and Their Activities in Seven European Countries

Agronomy ◽  
2021 ◽  
Vol 11 (12) ◽  
pp. 2398
Author(s):  
Raquel P. F. Guiné ◽  
Sónia Mesquita ◽  
Jorge Oliveira ◽  
Catarina Coelho ◽  
Daniela Teixeira Costa ◽  
...  
Keyword(s):  
Cross Cultural ◽  
Cultural Dimensions ◽  
Gender Effects ◽  
Professional Activity ◽  
Face To Face ◽  
Honey Production ◽  
Higher Power ◽  
Paper Form ◽  
Distribution Of Power ◽  
University Degree

Beekeeping is an ancient activity that is gaining interest among practitioners and society in general. It is as an activity with positive impacts in the environmental, social and economic spheres, with the potential to reconnect these dimensions and contribute to sustainable development. Thus, it is important to determine the profiles of beekeepers across the world, and to understand the main social, economic or ecological drivers that shape their activities. Hofstede cross-cultural dimensions were used to better explain differences between countries. A survey was undertaken of beekeepers in different countries (Croatia, Estonia, Finland, Italy, Norway, Portugal, and Spain) in the native language of each nation. A total of 313 questionnaires, using an online platform or in paper form, was delivered face-to-face during training or dissemination events in 2019. Norway and Finland were the countries with the highest percentage of respondents with a university degree (>80%), while Spain (42%) and Croatia (48%) presented the lowest percentages. Most participants were experienced beekeepers (59% had more than five years of experience) with more than 50 colonies. With the exception of Italy, beekeeping appears to be a hobby or an additional professional activity. The main beekeeping products for these beekeepers were honey, wax, colonies and propolis, with an average honey production per season of 24.5 kg/hive. Crossing socio-demographic characteristics and Hofstede cross-cultural dimensions showed a relation among countries with higher Power Distance Index (PDI; this value expresses how society accepts and expects a certain inequality of power) and lower annual income and educational level (Croatia, Portugal, and Spain). A strong correlation appeared between Masculinity Femininity Index (MFI; this value refers to gender effects in society, with feminine societies meaning that the dominant values are caring for others and quality of life, as opposed to masculine societies, which are driven by competition, achievement and success) and age, income and education, with Norway presenting the most feminine society, with more educated and older beekeepers. The Uncertainty Aversion Index (UAI; this value explains how members of a society feel when dealing with unknown situations) was strongly associated with education. The results showed that increasing beekeepers’ income will contribute to balancing the distribution of power among members of society, and that this might be achieved by training, especially in Croatia, Portugal, Spain, and Italy.

Origins of the Taiping Vision: Cross-Cultural Dimensions of a Chinese Rebellion

1977 ◽  
Vol 19 (3) ◽  
pp. 350-366 ◽  
Author(s):  
Philip A. Kuhn
Keyword(s):  
Nineteenth Century ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Underlying Structure ◽  
Foreign Material ◽  
The West ◽  
Host Culture ◽  
Human Organization ◽  
Textual Material ◽  
Cultural Gaps

The transmission of systems of ideas across wide cultural gaps is hard enough to study on any scale of human organization. It is particularly hard when two large, complex cultures meet under traumatic circumstances, as did China and the West in the nineteenth century. The myriad variables in such a situation dictate special care in defining the specific terms and conditions under which ideas are transmitted. The present case suggests three points worth attention: first, the precise language of the textual material that impinges on the host culture; second, the underlying structure of the historical circumstances into which this material is introduced; third, the process whereby the foreign material becomes important to sectors of society outside the group that first appreciated and received it and thereby becomes a significant historical force.

scholarly journals EMAIL VERSUS FACE-TO-FACE NEGOTIATIONS: PERSPECTIVES OF SALES AND CUSTOMER SERVICE EMPLOYEES IN THE UNITED STATES OF AMERICA

2020 ◽  
Vol 20 (2) ◽  
Author(s):  
Shaysh Nazzal Alshammri
Keyword(s):  
United States ◽  
Customer Service ◽  
United States Of America ◽  
The United States ◽  
Negotiation Process ◽  
Cross Cultural ◽  
Service Employees ◽  
Face To Face ◽  
Face Negotiation ◽  
Cultural Negotiation

This research aims to identify the differences between email negotiation and face-to-face negotiation with respect to negotiation process, negotiation flexibility, face-saving, level of collaboration, and appropriateness for cross-cultural negotiation. The survey questionnaire was distributed to the sales and customer service employees in many business organizations located in different regions of the United States of America. Data from 519 respondents (including both males and females) were analyzed using the one-sample t-test, two sample t-test, and Pearson Correlation. The findings reveal that the characteristics of face-to-face negotiation assist in smoothing the negotiation process more than that of email negotiation. Participants also tend to cooperate more in face-to-face negotiation than in email negotiation. However, participants prefer using email negotiation because they find it more flexible. They also feel that a face-threatening act is less likely to occur in an email negotiation than in a face-to-face negotiation. The findings also show that email negotiation could be more appropriate than face-to-face negotiation for the purpose of cross-cultural negotiation. This is because communicating via email minimizes the influence of culture on the negotiation process. Age and gender do not have any influence on the perspectives of participants regarding email negotiation versus face-to-face negotiation. The findings have significant implications for both business and dispute resolution. They contrast the differences between face-to-face negotiation and email negotiation and identify the situations in which each of these types could be most appropriate.

The Theory of Cultural Dimensions

2014 ◽  
pp. 285-306
Author(s):  
Andreas Michael Hartmann
Keyword(s):  
Cross Cultural ◽  
Cultural Dimensions ◽  
Teaching Tool ◽  
Business Research ◽  
Empirical Methods ◽  
Points Of View ◽  
Globe Study ◽  
Further Development

The theory of cultural dimensions constitutes the foundation of a significant portion of comparative cross-cultural business research. From Kluckhohn and Strodtbeck (1961) to the GLOBE study (2004), researchers have refined its conceptualization and empirical methods. Even though the theory of cultural dimensions can be criticized from several points of view, it has shown its usefulness for both research and as a teaching tool. Opportunities exist both in a more rigorous application and in the further development of cultural dimensions.

Servant-Leadership with Cultural Dimensions in Cross-Cultural Settings

2014 ◽  
pp. 48-70 ◽  
Author(s):  
David Whitfield
Keyword(s):  
Organizational Culture ◽  
Servant Leadership ◽  
Cultural Differences ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Cultural Barriers ◽  
Leadership Characteristics ◽  
Organizational Failure

This chapter demonstrates how the power of servant-leadership characteristics and nine cultural dimensions offer intercultural leaders increased capacity in cross-cultural workplaces. Servant-leadership characteristics are paired with cultural dimensions based on their corresponding commonalities to provide intercultural leaders potential tools and strategies to successfully ameliorate cultural barriers, to productively navigate cultural differences, and to build an organizational culture of inclusion, collaboration, and participation. The main objective of the chapter is to increase intercultural leader capacity to lead in culturally mixed organizations, be they domestic or international, resulting in minimizing or avoiding institutional or organizational failure.

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