1、 Sony is high volume orientated, whereas B&O is using a strategy of focus. B&O is differentiating itself by offering distinctive products with focus on design that appeal to high-scale customers. Although the two panies are not targeting on the same market, their business environment is similar in t
2、he aspect that they both produce high quality audio-video equipment targeted to the global market. Because of the distinct difference in national backgrounds of the two and despite somewhat different marketing strategies, we believe it will be interesting to pare the two. Power distance The first di
3、mension in a “natural” culture, called Power Distance, indicates to what e_tent the society accepts that an organizations is controlling the power, and the organization is distributing this power in its particular way. This belief is reflected in the minds of both powerful as well as less powerful m
4、embers of the society. The dimension can be considered as the degree of inequality among people in a country that is “accepted” by the people of that specific country. This ranges from relatively equal to e_tremely unequal. We have chosen the following e_les as e_treme e_les of how the mindset of th
5、e society of a country could be. This is as said “the e_tremes,” therefore, almost everybody should fit into somewhere between the two e_tremes:Table 2.1: The Power Distance Dimension Small Power DistanceLarge Power DistanceSuperiors consider subordinates to be people like me. Superiors consider sub
6、ordinates to be a different kind of people. The power should be legitimate and is subject to the judgment as to whether it is good or evil. Power is a basic fact of society that antedates good or evil. Its legitimacy is irrelevant. The way to change the a social system is to redistribute power. The
7、way to change a social system is to dethrone those in power. The scores for the Power Distance dimension are respectively; 20 for Denmarks concern, and 54 for Japan. Hofstede has categorized the results on every dimensions of the countries into the following three categories: high, medium and low. O
8、ne thirds of all the countries is represented in each category. The results in the Power Distance dimension puts Denmark into the category of low Power Distance culture, although Denmark is near to the category called medium in which Japan is presently represented. The problem-formulation listed fiv
9、e hypotheses. The hypotheses are our e_pectations pertaining differences in the HRM approach of Sony and B&O. But how e_actly will these differences reveal themselves in relation to human resource management in the respective panies and Hofstedes five dimensions? Our first hypothesis e_pects the pow
10、er distance in Sony to be larger than that in B&O We assume this will reveal itself by the following characteristics: Sony has a higher pay differentials between boss and employees. munication. ;Os employees generally have more informal relationship with their employer.IndividualismThe second dimens
11、ion is individualism. It concerns the degree to which people in a country prefer to act as an individual or as a member of a group. The opposite e_treme to individualism is collectivism. Collectivism is characterized as low individualism. In a collectivist-oriented culture one learns to respect the
12、group. It is typically family, organization, or clan that serves as a platform for a group, and one learns to respect the members. One e_pects a group to protect themselves as its members. As a member of a collectivistic culture, one differentiates between in-group members and out-group members. In
13、countries with a individualistic culture, one is educated to think of oneself as “I” instead of as a part of “we.” One learns how to stand on ones own feet, and accordingly, feels a very low loyalty to the group. On the other hand, one also doesnt e_pect that the group will stand up for one in retue
14、n. The e_tremes on the Individualism-collectivism dimension, in a negotiation perspective is described in the following: Table 2.2: The Individualism Dimension CollectivistIndividualisticFriendship are predetermined by stable social relationships, but there is need for prestige within these The need
15、 is for specific friendship relationships “We” consciousness hold sway “I” consciousness hold sway There is emotional dependence of individual on organizations and institution There is emotional independence of individual on organizations and institutionThere is also a difference between the Individ
16、ualism dimension. Denmark has scored 75 on this dimension. As Denmark is considered as a “high individual culture,” Denmark differed somewhat from Japan which only scored 46, which indicated a medium collectivistic culture.In relation to our hypothesis, the values of B&O pared with that of Sony is m
17、ore individualistic; we e_pect following findings: Sony is, to a higher e_tent, looking for potential employees with teamwork-skills. pany-performance.Os salary are based on individual performance.Masculinity The third dimension is called masculinity, and its opposite pole is femininity, just as the
18、 collectivism was the opposite pole to individualism. The dimension e_plains to what degree the “tough” values （masculine values） prevails over the “tender” values which are associated with the role of women. The “tough”/masculine cultural values cover such areas as money, assertiveness, performance
19、, success and petition. The “tender”/feminine values are values like quality of life, maintaining warm personal relationships, service, a care for the weak, and solidarity. Although roles of women and men differ from country to country, the masculine societies are characterized by the larger differe
20、nces between the role of men and women. The most relevant and e_treme poles on the masculinity are listed below: Table 2.3: The Masculinity Dimensions FeminineMasculineSe_ roles in society are more fluid Se_ roles in society are early differentiated People and environment are important Money and thi
21、ngs are important One sympathizes with the unfortunate One admire the successful achieverThe margin between the scores for Denmark and Japan on the masculinity reveals a large difference in relation to this particular category. The score is 17 for Denmark, indicating one of the most feminine countri
22、es, whereas Japan is the most masculine country with a score of 95.Assuming that the values of Sony is much more masculine pared with that of B&O, by putting this into the perspective of HRM-strategies it could reveal itself by following: In the management in B&O there is a higher percentage of wome
23、n pared to their male counterpartsO equal opportunities for promotion s employee value salary as the most important motivator petition within Sony is tougher than in B&O petitive atmosphere within the panyUncertainty Avoidance The fourth dimension is labeled uncertainty avoidance, and refers to the
24、e_tent to which people prefer structured vagainst unstructured situations. A structured situation is one characterized by many rules, and an individual employee always knows what he/she should behave and what is e_pected of him/her in a specific situation. The rules can be written or unwritten, simi
25、lar to traditions. The main thing is that individuals are aware of these rules. Countries which score high on uncertainty avoidance have much nervous energy towards the unknown. Countries which score low on the dimension consists of people that are characterized as more “easy going”. A weak uncertai
26、nty avoidance can be characterized as more fle_ible culture.Table 2.4: The Uncertainty Avoidance Dimension Weak uncertainty avoidanceStrong uncertainty avoidanceThe uncertainty in life is more easily accepted and each day is taken as it es. The uncertainty inherent in life is felt as a continuous th
27、reat that must be fought. Deviation is not considered threatening; greater tolerance is shown Deviant persons and ideas are dangerous ; intolerance holds sway There is a more willingness to take risks in life There is great concern with security in lifeThe Uncertainty avoidance dimension indicates a
28、 large difference between Denmark and Japan, and perhaps ultimately between Sony and B&O. Denmark is categorized as a low certainty avoidance country （a score of 26） and Japan falls under the label of high certainty avoidance countries （a score of 92）.The HRM policies in B&O is reflecting a lower de
29、gree of uncertainty avoidance than in Sony. Some areas of HRM that we are able to measure a lower degree of uncertainty avoidance are: The Sony employee has a higher e_tent of guidance during training.Os ETD is left to the individual employee.Long term orientation The fifth and last dimension in the
30、 “e_tended” framework is long-term vs. short-term orientation. Countries which score high on this dimension value future obligations, and future opportunities. The countries which score low can be characterized as short-term oriented. They are oriented towards the present and consider the following as important: e_perience and fulfilling social obligations.We find the following three factors as the most important polar e_tremes regarding to HRM.
