Training Intercultural Competence for Business (Case Study Aproach)

О.А. ДАНЬКО
Д.В. ЕНЫГИН
В.О. МИДОВА
М.А. ПОНОМАРЕВ
ДЖЕЙМС ШИ

TRAINING INTERCULTURAL 

COMPETENCE 
FOR BUSINESS 

(CASE STUDY APROACH)

Учебное пособие

Москва

ИНФРА-М

2019

УДК [33+811.111](075.8)
ББК 65:81.2А.я73

Д19

Российский экономический университет имени Г.В. Плеханова

Данько О.А.

Д19
Training Intercultural Competence for Business (Case 

Study Aproach) : учеб. пособие / О.А. Данько, Д.В. Еныгин, 
В.О. Мидова, М.А. Пономарев, Джеймс Ши. — М. : ИНФРАМ, 2019. — 70 с.

ISBN 978-5-16-107575-3 (online)

В основе учебного пособия находится кейс-технология, 

позволяющая формировать межкультурную компетенцию у 
будущих специалистов на реальных примерах из мира 
бизнеса. Особую практическую ценность представляют 
отдельные рубрики с советами по установлению контакта с 
представителями различных культур в профессиональной 
среде, 
а 
также 
список 
дополнительного 
чтения 

межкультурного взаимодействия в бизнес-среде.

Соответствует 
требованиям 
федеральных 

государственных 
образовательных 
стандартов 
высшего 

образования последнего поколения.

Рекомендовано 
для 
студентов 
бакалавриата, 

магистрантов высших учебных заведений экономического 
профиля, преподавателей делового иностранного языка.

УДК [33+811.111](075.8)

ББК 65:81.2А.я73

ISBN 978-5-16-107575-3 (online)
© Данько О.А., Еныгин Д.В., 

Мидова В.О., Пономарев М.А., 
Ши Джеймс, 2019

ФЗ № 
436-ФЗ

Издание не подлежит маркировке 
в соответствии с п. 1 ч. 2 ст. 1

AUTHORS

Dan’ko Olga – PhD in Education, Associated Professor 
of the Department of Foreign Languages # 1, Plekhanov 
Russian University of Economics

Enygin Dmitrii PhD in Education, Associated 

Professor of the Department of Foreign Languages # 1, 
Plekhanov Russian University of Economics, visiting 
professor at the University of the Basque Country 
(Spain), Thomas More University of Applied Sciences 
(Belgium), 
Upper-Austria 
University 
of 
Applied 

Sciences 

Midova Venera – PhD in Psychology, Associated 
Professor of the Department of Foreign Languages # 1, 
Head of the language programme at the Faculty of 
Management, 
Plekhanov 
Russian 
University 
of 

Economics

Ponomarev Maxim - PhD in Economics, Associated 
Professor, Dean of the Faculty of Management, 
Plekhanov Russian University of Economics

James She - Assistant Professor, Associate Editor, IEEE 
Trans. on Multimedia,
Director, HKUST-NIE Social 

Media Lab., Electronic & Computer Engineering, Hong 
Kong Uni. of Sci. & Tech., Hong Kong

CONTENTS

Preface…………………………………………………..5
Chapter 1. Hofstede’s theory of cultural dimensions…...6
Chapter 2. Intercultural case analysis format………….23
Chapter 3. Case study bank……………………………32
Chapter 4. Additional reading list……………………..64

PREFACE

Dear, student!
We think it’s not a surprise that our modern World 

requires a lot of skills from you, and the majority of them 
are connected with fruitful cooperation among people in 
daily life and specialists in the professional context. 
Moreover, we all know that we live in the Global Age 
and in the global environment, which consists of many 
cultures, unique, original and mingled sometimes.

The World of Business is no exception in this 

respect. Every single day employees at any multinational 
company, for example, are going crazy trying to 
understand how to persuade their partners from another 
country during business negotiations, or they may have 
some issues understanding the reasons why this or that 
business project from some foreign country failed, or 
they may encounter some management problems with 
their multicultural staff. Very soon you will graduate 
from the university and face all of this, so don’t lose the 
opportunity to prepare for it now.

This book will help to understand how cultures 

work in Business. You will see the ways cultural 
backgrounds may be different and how it affects business 
relations. Working on cases from the real Business 
World will help to master your skills in interacting with 
the representatives of different cultures in your future 
professional life.

We do hope that you will like it.

CHAPTER 1. HOFSTEDE’S THEORY OF 

CULTURAL DIMENSIONS

Imagine this scenario: Sayid's boss has asked him to 
manage a large, global team. In this new role, he'll be 
working closely with people in several different 
countries. He's excited about the opportunities that his 
connectedness will present, but he's also nervous about 
making cross-cultural faux pas.
He knows that cultural differences can act as a barrier to 
communication, and that they could affect his ability to 
build connections and motivate people. So, how can he 
begin to understand these differences and work 
effectively with people from different cultures?

In this chapter, we'll explore how you can use Hofstede's 
Six Dimensions of Culture to work effectively with 
people from a range of cultural and geographic 
backgrounds.

Psychologist Dr Geert Hofstede published his cultural 
dimensions model at the end of the 1970s, based on a 
decade of research. Since then, it's become an 
internationally recognized standard for understanding 
cultural differences.
Hofstede studied people who worked for IBM in more 
than 50 countries. Initially, he identified four dimensions 
that could distinguish one culture from another. Later, he 
added fifth and sixth dimensions, in cooperation with Drs 
Michael H. Bond and Michael Minkov. These are:

Power Distance Index (high versus low).
Individualism Versus Collectivism.
Masculinity Versus Femininity.
Uncertainty Avoidance Index (high versus low).
Long- Versus Short-Term Orientation.
Indulgence Versus Restraint.
Hofstede, Bond and Minkov scored each country on a 
scale of 0 to 100 for each dimension.
When Hofstede analyzed his database of culture 
statistics, he found clear patterns of similarity and 
difference along the four dimensions. And, because his 
research focused solely on IBM employees, he could 
attribute those patterns to national differences, and 
minimize the impact of company culture.

Tip for your future career:
By its nature, a theory like this only describes a central 
tendency in society. Different organizations, teams, 
personalities, and environments vary widely, so make 
sure that you're familiar with cultural leadership , 
intelligence
and etiquette , and do extensive research 

into the country you'll be working in.

Let's look at the six dimensions in more detail.
1. Power Distance Index (PDI)
This refers to the degree of inequality that exists – and is 
accepted – between people with and without power.
A high PDI score indicates that a society accepts an 
unequal, hierarchical distribution of power, and that 
people understand "their place" in the system. A low PDI 

score means that power is shared and is widely dispersed, 
and that society members do not accept situations where 
power is distributed unequally.

Tip for your future career: According to the model, in 
a high PDI country, such as Malaysia
(100), team 

members will not initiate any action, and they like to be 
guided and directed to complete a task. If a manager 
doesn't take charge, they may think that the task isn't 
important.

PDI
Characteristics
What to do?!

High 

Centralized 
organizations.
More 
complex 

hierarchies.
Large 
gaps 
in 

compensation, 
authority 
and 

respect.

Acknowledge 
a 

leader's status. As 
an outsider, you 
may 
try 
to 

circumvent his or 
her 
power, 
but 

don't push back 
explicitly.
Be aware that you 
may need to go to 
the 
top 
for 

answers.

Low

Flatter 
organizations.
Supervisors
and 

employees 
are 

considered almost 
as equals.

Delegate as much 
as possible.
Ideally, involve all 
those in decision 
making who will 
be directly affected 
by the decision.

2. Individualism Versus Collectivism (IDV)
This refers to the strength of the ties that people have to 
others within their community.
A high IDV score indicates weak interpersonal 
connection among those who are not part of a core 
"family." Here, people take less responsibility for others' 
actions and outcomes.
In a collectivist society, however, people are supposed to 
be loyal to the group to which they belong, and, in 
exchange, the group will defend their interests. The 
group itself is normally larger, and people take 
responsibility for one another's well-being.
Tip for your future career: Central American countries 
Panama and Guatemala have very low IDV scores (11 

and six, respectively). In these countries, as an example, 
a marketing campaign that emphasizes benefits to the 
community would likely be understood and well 
received, as long as the people addressed feel part of the 
same group.

IDV
Characteristics
What to do?!

High 

High value placed 
on people's time 
and their need for 
privacy 
and 

freedom.
An enjoyment of 
challenges, and an 
expectation 
of 

individual rewards 
for hard work.
Respect 
for 

privacy.

Acknowledge 
individual 
accomplishments.
Don't mix work 
life with social life 
too much.
Encourage debate 
and expression of 
people's own ideas.

Low

Emphasis 
on 

building skills and 
becoming 
master 

of something.
People work for 
intrinsic rewards.
Maintaining 
harmony 
among 

group 
members 

overrides 
other 

moral issues.

Wisdom 
is 

important.
Suppress feelings 
and emotions that 
may 
endanger 

harmony.
Avoid 
giving 

negative feedback 
in public.
Saying "No" can 
cause loss of face, 
unless it's intended 
to be polite. For 
example, declining 
an 
invitation 

several 
times 
is 

expected.

3. Masculinity Versus Femininity (MAS)
This refers to the distribution of roles between men and 
women. In masculine societies, the roles of men and 
women overlap less, and men are expected to behave 
assertively. Demonstrating your success, and being 
strong and fast, are seen as positive characteristics.
In feminine societies, however, there is a great deal of 
overlap between male and female roles, and modesty is 
perceived as a virtue. Greater importance is placed on 
good relationships with your direct supervisors, or