Abstract
Managing cultural differences when outsourcing and offshoring remains a major challenge for organisations – these cultural differences are influenced by differences in hierarchy, management styles, group relationships and motivations. This chapter examines the basis of these cultural differences and how these might be minimised.
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Notes
- 1.
Individualism stands for a society in which the ties between individuals are loose: everyone is expected to look after himself or herself and his or her immediate family only – Cultures and Organisations – Intercultural Cooperation and its importance for survival – Hofstede, Geert (1994).
- 2.
Collectivism “stands for a society in which people from birth onwards are integrated into strong cohesive in groups”, which throughout people’s lifetime continue to protect them in exchange for unquestioning loyalty – Hofstede, Geert (1994).
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© 2012 Springer-Verlag Berlin Heidelberg
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Vagadia, B. (2012). Managing Cultural Differences. In: Strategic Outsourcing. Management for Professionals. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-22209-2_14
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DOI: https://doi.org/10.1007/978-3-642-22209-2_14
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