Cultural Differences Between Germany And India

Seminar paper from the year 2015 in the subject Cultural Studies - Miscellaneous, grade: 1,7, University of Applied Sciences Essen, language: English, abstract: Whereas the process of globalisation brought wealth to many countries over the past century, others could not participate in the accelerating environment. Moreover the proceeded industrialisation dilated the gap between rich and poor countries. On the one hand industrial countries benefit as the world inexorably grows together, while on the other hand there are many countries that cannot keep up. Thus there is a shift in cultural, social, political and economic interdependencies between countries worldwide.

Seminar paper from the year 2014 in the subject Communications - Public Relations, Advertising, Marketing, Social Media, grade: A, TiasNimbas Business School, course: Cross Culture Pschology, language: English, abstract: In today’s scenario the society and the culture plays an important role to drive the taste of the consumers. Thus it is very much evident that the people of two different polarities would perceive their requirement in two different manners. Nevertheless the requirement can be the same but with a different specification. It is required in marketing to understand and imbibe the changes so to effectively sell the product in that zone. In this paper we would like to analyze the variations in the FMCG marketing strategies, by the use of marketing model, in German and Indian market. We aim to examine and present the major differences in the approach towards these two markets and how culture plays an indispensable role to drive these changes. Therefore, our research statement would be: “How culture affects the FMCG marketing approaches in both the German and the Indian Market?”

Seminar paper from the year 2012 in the subject Business economics - Business Management, Corporate Governance, grade: 1,3, University of Applied Sciences Frankfurt am Main, language: English, comment: Most appropriate leadership styles in Germany, USA and India based on the findings of the GLOBE study, abstract: Today's business environment is more global than ever. The multinational and cross-cultural business activities have increased tremendously over the last decades, a trend that is about to continue. "Global Village" is a term often used in this context. Due to the fact that people's consume and buying preferences increasingly converge throughout the globe (manifested by the worldwide success of brands such as Apple, BMW, Coca Cola but also the entertainment industry - Holly-/Bollywood, Pop music etc.), one might get the impression that differentiation in regard to cultural differences becomes less important. The question is to what extent and in which areas this mindset is valid in business life. Is it reasonable to assume that successful leadership styles can be universally applied, no matter in which country and cultural setting the leader fulfills his/her job? The objective of this paper is to discuss, depict and elaborate on the question of appropriate leadership styles in the three different countries: USA, Germany and India. The aim is to examine - based on an analysis of the cultural differences - if and how leadership styles need to be adapted in order to be successful in each of the three countries.

Business is increasingly affected by the impacts of globalization. The technological progress, as well as monetary systems have made prices comparable beyond borders. If German companies want to withstand the global competition, they have to develop sustainable internationalization strategies. Since the risks of entering into a strategic alliance are comparatively low in contrast to other internationalization options, this topic has gained in importance. But a sound preparation is inevitable in order to succeed. While technological and economical risks of alliances can be reduced easily by a solid preparation, the social risks are highly dependent on the individuals involved and thus hard to prevent. Especially in international strategic alliances including the additional complexity of different national cultures, social problems can be of high importance. German companies which prefer to enter into foreign markets should carefully get acquainted with the foreign country?s cultural norms and values. Up to today, many approaches have been made to define culture and various studies have been performed driven by the desire to understand and provide explanations for cultural differences. The results of those studies can be used to evaluate the impacts of a national culture and its specifics on strategic alliances. Yet, a theoretical study of a foreign culture cannot replace practical experiences. However, it can provide a starting point which helps to understand and accept the behavior of a foreign culture. Research results provide a good foundation for the identification of basic assumptions which underlie a foreign national culture. The general framework of another culture can be investigated, understood, and even be learned to a certain extent. Nevertheless, nothing can substitute personal experiences with another culture and its specific beliefs and values. Due to the enormous population, especially in China and India, broadly diversified cultural norms and values according to cultural subcategories can be presumed. As the volume of international trade is likely to further grow, German companies will be faced with internationalization strategies also in the future. If they want to gain a sustainable competitive advantage while going international, German companies will continuously be forced to deal with cultural matters. A broadly diversified workforce will contribute to this understanding and hence to the international success. Nevertheless, the cultural values and beliefs of a nation cannot be completely generalized. Rather, geographical differences and other cultural subcategories have to be borne in mind. Some studies about cultural differences have already included such approaches to regional or religious differences, but further research is necessary in this field. Yet, social risks in international strategic alliances which are related to the individuals involved can never be excluded altogether.

Research on talent development and gifted education has made enormous strides over the past decades. Yet, much of the actual talent development and gifted education work being done fails to live up to the field's promise. This book highlights recent theoretical approaches and discusses empirical research conclusions which have yet to receive the attention they deserve. It also considers possibilities for harnessing these insights for current talent development and gifted education efforts. (Series: Talent Encouragement - Development of Expertise - Performance Excellence - Vol. 11)

Three years have passed since the second edition of this book was published. The field of IT outsourcing continues to grow in practice as well as in academia and draws further attention in both domains. Aspects of traditional outsourcing (Part II) have remained pronounced but are becoming more mature. While o- sourcing determinants are still important, they are now of less interest to researchers. Relationship management (Chap. 1) and capability management (Chap. 2) continue to be of interest; so too are outsourcing outcomes (Chap. 3) and, as a new focus, innovation aspects (Chap. 4). These are motivating more and more research activities, complementing the lifecycle of traditional o- sourcing. We note significant growth in the field of IT offshoring (Part II). In our third edition, we offer research results on offshoring patterns and trends (Chap. 5), the crucial aspect of knowledge sharing (Chap. 6), vibrant examples for offshoring dynamics (Chap. 7), and some new contributions on the deter- nants of offshoring success (Chap. 8). The last part of our book investigates the field of business process outsourcing (Part III). In this section, issues such as standardization, process outsourcing to India and deinstitutionalization patterns in the health-care sector are presented. Given these new subjects, we believe that Enduring Themes, Global Challenges, and Process Opportunities is an appropriate subtitle for this third edition of the monograph. Again, we have thoughtfully compiled contem- rary outsourcing research as a primer and a platform for scientific discourse.

Hauptbeschreibung Over the years Dubai has become a cultural melting pot as people go there pursuing career and prosperity. To work and live in such an inhomogeneous environment can be very challenging due to different cultural expectations and values. Only if these differences are acknowledged for what they are, people will coexist harmoniously. This thesis aims to find out how people with different nationalities and cultures are able to adapt to a new culturally-blended environment, to which extent they are willing to compromise or change their way of thinking and which parts of their cultur