1、The culture differences between Sony and B&OThe focus of our comparative analysis lies on two multinational corporations competing within the business of audio-video equipment. The two corporations are the Japanese company, Sony, and the Danish company, Bang&Olufsen (B&O). These two corporations wer

2、e chosen primarily because the two were in the same business which sets the basis for our comparison. Secondly, we feel that the Japanese and the Danish culture appear to be very dissimilar. Finally, we chose the two because of the accessibiliy of useful information regarding them.As Sony and B&O ar

3、e in the same business, one can discuss to some degree, that these two companies are competing for same customer groups; 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-s

4、cale customers. Although the two companies are not targeting on the same market, their business environment is similar in the 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 desp

5、ite somewhat different marketing strategies, we believe it will be interesting to compare the two.Power distanceThe first dimension in a natural culture, called Power Distance, indicates to what extent the society accepts that an organizations is controlling the power, and the organization is distri

6、buting this power in its particular way. This belief is reflected in the minds of both powerful as well as less powerful members 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

7、from relatively equal to extremely unequal. We have chosen the following examples as extreme examples of how the mindset of the society of a country could be. This is as said the extremes, therefore, almost everybody should fit into somewhere between the two extremes: Table 2.1: The Power Distance D

8、imensionSmall Power DistanceLarge Power DistanceSuperiors consider subordinates to be people like me.Superiors consider subordinates 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 a

9、ntedates good or evil. Its legitimacy is irrelevant.The way to change the a social system is to redistribute power.The 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 cat

10、egorized the results on every dimensions of the countries into the following three categories: high, medium and low. One 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 Den

11、mark is near to the category called medium in which Japan is presently represented.The problem-formulation listed five hypotheses. The hypotheses are our expectations pertaining differences in the HRM approach of Sony and B&O. But how exactly will these differences reveal themselves in relation to h

12、uman resource management in the respective companies and Hofstedes five dimensions?Our first hypothesis expects the power 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.

13、Sony has more formal relationship and formal communication. B&Os employees generally have more informal relationship with their employer. Individualism The second dimension 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.

14、 The opposite extreme to individualism is collectivism. Collectivism is characterized as low individualism. In a collectivist-oriented culture one learns to respect the group. It is typically family, organization, or clan that serves as a platform for a group, and one learns to respect the members.

15、One expects 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 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 st

16、and on ones own feet, and accordingly, feels a very low loyalty to the group. On the other hand, one also doesnt expect that the group will stand up for one in retuen. The extremes on the Individualism-collectivism dimension, in a negotiation perspective is described in the following:Table 2.2: The

17、Individualism DimensionCollectivistIndividualisticFriendship are predetermined by stable social relationships, but there is need for prestige within these relationshipsThe need is for specific friendshipWe consciousness hold swayI consciousness hold swayThere is emotional dependence of individual on

18、 organizations and institutionThere is emotional independence of individual on organizations and institutionThere is also a difference between the Individualism dimension. Denmark has scored 75 on this dimension. As Denmark is considered as a high individual culture, Denmark differed somewhat from J

19、apan which only scored 46, which indicated a medium collectivistic culture. In relation to our hypothesis, the values of B&O compared with that of Sony is more individualistic; we expect following findings:Sony is, to a higher extent, looking for potential employees with teamwork-skills. The one tim

20、e annual hiring done by Sony creates a belonging to a group of a certain group year. Bonus and salary are based on seniority and department- and company-performance. B&Os salary are based on individual performance. Training-sessions in Sony try to create teamwork by excursions, parties etc. Sony try

21、 to occupy their employees in their spare time. MasculinityThe third dimension is called masculinity, and its opposite pole is femininity, just as the collectivism was the opposite pole to individualism. The dimension explains to what degree the tough values (masculine values) prevails over the tend

22、er values which are associated with the role of women. The tough/masculine cultural values cover such areas as money, assertiveness, performance, success and competition. The tender/feminine values are values like quality of life, maintaining warm personal relationships, service, a care for the weak

23、, and solidarity. Although roles of women and men differ from country to country, the masculine societies are characterized by the larger differences between the role of men and women. The most relevant and extreme poles on the masculinity are listed below:Table 2.3: The Masculinity DimensionsFemini

24、neMasculineSex roles in society are more fluidSex roles in society are early differentiatedPeople and environment are importantMoney and things are importantOne sympathizes with the unfortunateOne admire the successful achieverThe margin between the scores for Denmark and Japan on the masculinity re

25、veals a large difference in relation to this particular category. The score is 17 for Denmark, indicating one of the most feminine countries, whereas Japan is the most masculine country with a score of 95. Assuming that the values of Sony is much more masculine compared with that of B&O, by putting

26、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 women Women in Sony are not recieving the same amount of training as the male counterparts. Women in Sony are getting a lower salary compared to their male counter

27、parts Men and women are provided in B&O equal opportunities for promotion Sonys employee value salary as the most important motivator Competition within Sony is tougher than in B&O Sony tries to create a more competitive atmosphere within the company Uncertainty AvoidanceThe fourth dimension is labe

28、led uncertainty avoidance, and refers to the extent 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 expected of him/her in a specific situation

29、. The rules can be written or unwritten, similar 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 charac

30、terized as more easy going. A weak uncertainty avoidance can be characterized as more flexible culture. Table 2.4: The Uncertainty Avoidance DimensionWeak uncertainty avoidanceStrong uncertainty avoidanceThe uncertainty in life is more easily accepted and each day is taken as it comes.The uncertaint

31、y inherent in life is felt as a continuous threat that must be fought.Deviation is not considered threatening; greater tolerance is shownDeviant persons and ideas are dangerous ; intolerance holds swayThere is a more willingness to take risks in lifeThere is great concern with security in lifeThe Un

32、certainty avoidance dimension indicates a 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 HR

33、M policies in B&O is reflecting a lower degree 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 extent of guidance during training. Sony checks the performance of their employee more freque

34、ntly. B&Os ETD is left to the individual employee. Long-term employment is relatively more important for an employee of Sony Long term orientationThe fifth and last dimension in the extended framework is long-term vs. short-term orientation. Countries which score high on this dimension value future

35、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: experience and fulfilling social obligations. We find the following three factors as the most important pol

36、ar extremes regarding to HRM. Table 2.5: Long Term OrientationLong Term OrientationShort Term OrientationOpportunities and relationships is evaluated on future possibilitiesOpportunities and relationships is evaluated on past experienceRelationships is more important then experience Experience is mo

37、re important then relationships.Opportunistic behavior is often ex-postOpportunistic behavior is often ex-anteAs this dimension has not yet been measured in Danish corporations, we make an assumption that Denmark lies in between Holland and Germany in the interval of 31 to 44, which Hofstede categorizes as the medium group. The differences between Denmark and Japan o