Mitev-A2-ICCM-Fall 2023
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Feb 20, 2024
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M2 Case Study: Anna Hakansson
Q1
.
Bahrain is an island country in western Asia, and Sweden is a country north Europe. Bahrain’s location is its most important asset. Being located between Iran, Saudi Arabia and Qatar as well as separating Asia and Europe, its importance as a trading hub is immense in this region of the world. (Saleh Al-Jazi, M.A.-H., 2020, pg. 341-343) The geographical location greatly influenced the culture in Bahrain. The island country’s proximity to its neighbors is key, as not only do they rely on them for trade, but they have also contributed to Bahrain’s cultural and Islamic religious traditions and laws. On the other hand, Sweden is surrounded by Norway, Finland and Denmark and is vastly different on many cultural aspects. In Sweden, people are more individualistic, pro-equality for all, and in favor a democratic way of living. This way of thought and cultural patterns is the norm for all of the Scandinavian countries. Though Sweden does report numbers on specific religions, most of the country is Christian. (Pettersson, P., 2011, pg. 119 – 120)
Q2
.
Anna Hakansson did a excellent job in terms of preparing for her trip to Bahrain. She was proactive in her cross-culture training strategy by attempting to better understand the Bahraini culture by comparing it to her native country. As noted in the assigned readings, the study of culture begins with this process, so Anna took the right steps, however, she could have also implemented other cross-cultural training models such as those by Edward T. Hall, Geert Hofstede, Fons Trompenaars, and Robert House and his GLOBE project associates. (
Steers, R. M., &
Osland, J., 2019, pg. 41) A combination of all models could have increased the rate and efficiency that Anna understood the differences and similarities between both cultures.
Furthermore, Anna could have done further research besides just speaking with a colleague, performing a google search. She could have read books by experts on various topics concerning business law, culture or contacted experts through other
avenues. Communication with experts will help Anna get a better understanding of crucial topics better than the few articles she read.
Q3. Part 1
Bahrain
Sweden
Power distance
The power distance is high in Bahrain due to its strong male tribal hierarchy. (Tripp, H., & Tripp, M., 2008, pg. 39)
The power distance is low in Sweden due to its egalitarian views on the spread of power, as seen in their democratic government consisting of a Prime Minister and a female and
male cabinet of 22 ministers. (Olesen,
E., 2005, pg.33 -34)
Uncertainty avoidance
Bahrain society has a high uncertainty avoidance as the desire for order and structure is prevalent. The Swedish people have a big tolerance for ambiguity hence they have a low uncertainty avoidance.
Individualism – collectivism
Collectivism is prevalent in Bahraini society as they cherish family bonds, especially marrying cousins in order to keep wealth in the family.
(Tripp, H., & Tripp, M., 2008, pg. 39-40)
Individualism
Masculinity – femininity The Bahraini society are high on masculinity. It can be seen in their family hierarchy, as well as their direct and competitive approach to business. (Tripp, H., & Tripp, M., 2008, pg. 154-155)
Low
Time Orientation
Moderate Moderate
Indulgence and Restraint
Moderate
High
Managerial Implications
Power Distance- For managers conducting business in Bahrain, the culture of tribal hierarchies must be respected, and a more authoritative approach should be
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implemented. In Sweden, a more democratic social approach is taken, where everyone is expected to participate in all decision making in the hierarchy. (
Steers, R. M., & Osland, J., 2019, Case 2 Study)
Individualism- Managers in Bahrain should value collectivism and stick as part of the
whole group. Whereas in Sweden, individualism is encouraged, and managers can be adaptable in terms of recognizing individual efforts. (
Steers, R. M., & Osland, J., 2019, Case 2 Study)
Masculinity/Femininity- Managers in Bahrain should focus on a competitive management style whereas in Sweden, a more balanced approach with concern for quality of life is important. (
Steers, R. M., & Osland, J., 2019, Case 2 Study)
Uncertainty Avoidance- Managers in Bahrain must abide by a strict rules and structure in order to reduce ambiguity. In Sweden, has a more flexible mindset, where
risk taking is often accepted. (
Steers, R. M., & Osland, J., 2019, Case 2 Study)
Long-Term Orientation- Both managers in Bahrain and Sweden will find success in focusing on long-term strategies, values, and investments.
Q3. Part 2
If Anna had implemented the Hall model, she would have to analyze three aspects, Context, Space, and Time. Context in this model refers to the degree of importance placed on the context of a message equal to the importance placed on the message itself. Space refers to the degree in which people are comfortable with sharing physical space with others. Lastly, Time refers to the degree in which people take up one task at a time or several at once. (
Steers, R. M., & Osland, J., 2019, pg. 42) Since the Hall model uses completely different categories, Anna’s result would have been a bit different, though just as important. Bahrain, like most Middle Eastern nations is a high-context country that puts great importance on indirect and ambiguous communication, unspoken or not precise meanings and the importance of relationships and loyalty in business. Regarding space, Bahrain society is very communal, and do not usually mind close contact (Tripp, H., & Tripp, M., 2008, pg. 154-158) Lastly, regarding time, Bahrain is a polychromatic culture, and they are fond of multi-tasking, however, they can be easily distracted and bad at managing time. (Cite,
pg. 50) As noted, often employees use the religious saying “Inshallah” to speak on when the completion date for a task will be. The saying means “if it’s in gods will”, basically saying they are not stressing punctuality. (Tripp, H., & Tripp, M., 2008, pg. 155)
Sweden is on the other hand a country that embraces flexibility but are direct and specific and individualistic with their communication. In turn it would be regarded
as low context communication. Swedish society values person space and is often punctual with time, take a more sequential approach to tasks and are very oriented in sustainable long-term goals, hence they are more of a monochromatic culture. (
Steers, R. M., & Osland, J., 2019, pg. 50)
Q3. Part 3
The GLOBE research model focuses on grasping how cultural differences can impact leadership strategies and styles. The model identifies nine different cultural dimensions. They are Power Distance, Uncertainty Avoidance, Institutional Collectivism, In-group Collectivism, Gender Egalitarianism, Assertiveness, Future Orientation, Humane Orientation, and Performance Orientation. (
Steers, R. M., & Osland, J., 2019, pg. 42) Anna’s research shares some aspects of the GLOBE research model, but she would also have discovered other key pieces of information about mainstream Bahraini culture. The GLOBE model would reveal that Bahrain has a low gender egalitarianism as its society follows a more traditional Islamic hierarchy for gender roles. (Tripp, H., & Tripp, M., 2008, pg. 161) On the other hand, Swedish society is high egalitarianism and has been striving for gender equality through progressive unions and laws. Another revelation would have been performance and humane orientation. For Bahrain both aspects are high as the culture values success and excellence in goals, but at the same time prioritizes thoughtfulness and compassion. Swedish society scores moderate in both aspects due to the fact that they value a balanced but peaceful life at the top of their needs.
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Bahrain
Sweden
1. Sabah al-khair (Good morning)
2. Masaa al-khair (Good evening)
3. As-salamu alaykum (Peace be upon you)
4. Marhaban (Hello or Welcome)
5. Shukran (Thank you)
1. Hej (Hello)
2. Tack (Thank you)
3. Valkommen (Welcome)
4. God morgon (Good morning)
5. God Kvall (Good evening)
Q4.
Being able to greet each other is especially important as it can act as an immediate barrier breaker. For me personally, if someone speaks Bulgarian, I see it as a sign of respect. The other person took the time and resources to learn my native language. Especially in a business setting, where first impressions can be everything in the Bahrain culture. It can show the opposite side that you are being proactive, respectful of the different culture, as well as serious about the relationship and its success.
References
Saleh Al-Jazi, M.A.-H., 2020. A Historical Study on the Kingdom of Bahrain: The Importance of the site and its role in Bahrain’s modern and contemporary history. Journal of History, Culture & Art Research / Tarih Kultur ve Sanat Arastirmalari Dergisi. 9(3), 341-349. https://doi-org.sunyempire.idm.olcl.org/10.7596/taksad.v9i3.2831
Pettersson, P. (2011). State and Religion in Sweden: Ambiguity between Disestablishment and Religious Control: Nordic Journal of Religion & Society, 24(2), 119-135. https://doi-org.sunyempire.idm.oclc.org/10.18261/issn1890-7008-2011-02-02
Tripp, H., & Tripp, M. (2008).
Cultureshock! bahrain
. Marshall Cavendish International (Asia) Private Limited. https://ebookcentral.proquest.com/lib/empire-ebooks/detail.action?docID=367868
Olesen, E. (2005).
Adventure guide to sweden
. Hunter Publishing. https://onesearch.sunyempire.edu/permalink/01SUNY_ESC/e65gb5/alma99630135340
4825
Steers, R. M., & Osland, J. S. (2019).
Management across Cultures
(4th ed.). Cambridge University Press.
https://mbsdirect.vitalsource.com/books/9781108603133