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Sonyishighvolumeorientated,whereasB&

Oisusingastrategyoffocus.B&

Oisdifferentiatingitselfbyofferingdistinctiveproductswithfocusondesignthatappealtohigh-scalecustomers.Althoughthetwopaniesarenottargetingonthesamemarket,theirbusinessenvironmentissimilarintheaspectthattheybothproducehighqualityaudio-videoequipmenttargetedtotheglobalmarket.Becauseofthedistinctdifferenceinnationalbackgroundsofthetwoanddespitesomewhatdifferentmarketingstrategies,webelieveitwillbeinterestingtoparethetwo.PowerdistanceThefirstdimensionina“natural”culture,calledPowerDistance,indicatestowhate_tentthesocietyacceptsthatanorganizationsiscontrollingthepower,andtheorganizationisdistributingthispowerinitsparticularway.Thisbeliefisreflectedinthemindsofbothpowerfulaswellaslesspowerfulmembersofthesociety.Thedimensioncanbeconsideredasthedegreeofinequalityamongpeopleinacountrythatis“accepted”bythepeopleofthatspecificcountry.Thisrangesfromrelativelyequaltoe_tremelyunequal.Wehavechosenthefollowinge_lesase_tremee_lesofhowthemindsetofthesocietyofacountrycouldbe.Thisisassaid“thee_tremes,”therefore,almosteverybodyshouldfitintosomewherebetweenthetwoe_tremes:

Table2.1:

ThePowerDistanceDimensionSmallPowerDistance

LargePowerDistance

Superiorsconsidersubordinatestobepeoplelikeme.Superiorsconsidersubordinatestobeadifferentkindofpeople.Thepowershouldbelegitimateandissubjecttothejudgmentastowhetheritisgoodorevil.Powerisabasicfactofsocietythatantedatesgoodorevil.Itslegitimacyisirrelevant.Thewaytochangetheasocialsystemistoredistributepower.Thewaytochangeasocialsystemistodethronethoseinpower.

ThescoresforthePowerDistancedimensionarerespectively;

20forDenmark��sconcern,and54forJapan.Hofstedehascategorizedtheresultsoneverydimensionsofthecountriesintothefollowingthreecategories:

high,mediumandlow.Onethirdsofallthecountriesisrepresentedineachcategory.TheresultsinthePowerDistancedimensionputsDenmarkintothecategoryoflowPowerDistanceculture,althoughDenmarkisneartothecategorycalledmediuminwhichJapanispresentlyrepresented.Theproblem-formulationlistedfivehypotheses.Thehypothesesareoure_pectationspertainingdifferencesintheHRMapproachofSonyandB&

O.Buthowe_actlywillthesedifferencesrevealthemselvesinrelationtohumanresourcemanagementintherespectivepaniesandHofstede��sfivedimensions?

Ourfirsthypothesise_pectsthepowerdistanceinSonytobelargerthanthatinB&

OWeassumethiswillrevealitselfbythefollowingcharacteristics:

Sonyhasahigherpaydifferentialsbetweenbossandemployees.

munication.

;

O��semployeesgenerallyhavemoreinformalrelationshipwiththeiremployer.

Individualism

Theseconddimensionisindividualism.Itconcernsthedegreetowhichpeopleinacountryprefertoactasanindividualorasamemberofagroup.Theoppositee_tremetoindividualismiscollectivism.Collectivismischaracterizedaslowindividualism.Inacollectivist-orientedcultureonelearnstorespectthegroup.Itistypicallyfamily,organization,orclanthatservesasaplatformforagroup,andonelearnstorespectthemembers.Onee_pectsagrouptoprotectthemselvesasitsmembers.Asamemberofacollectivisticculture,onedifferentiatesbetweenin-groupmembersandout-groupmembers.Incountrieswithaindividualisticculture,oneiseducatedtothinkofoneselfas“I”insteadofasapartof“we.”Onelearnshowtostandonone��sownfeet,andaccordingly,feelsaverylowloyaltytothegroup.Ontheotherhand,onealsodoesn��te_pectthatthegroupwillstandupforoneinretuen.Thee_tremesontheIndividualism-collectivismdimension,inanegotiationperspectiveisdescribedinthefollowing:

Table2.2:

TheIndividualismDimensionCollectivist

Individualistic

Friendshiparepredeterminedbystablesocialrelationships,butthereisneedforprestigewithintheseTheneedisforspecificfriendship

relationships“We”consciousnessholdsway“I”consciousnessholdswayThereisemotionaldependenceofindividualonorganizationsandinstitutionThereisemotionalindependenceofindividualonorganizationsandinstitution

ThereisalsoadifferencebetweentheIndividualismdimension.Denmarkhasscored75onthisdimension.AsDenmarkisconsideredasa“highindividualculture,”DenmarkdifferedsomewhatfromJapanwhichonlyscored46,whichindicatedamediumcollectivisticculture.

Inrelationtoourhypothesis,thevaluesofB&

OparedwiththatofSonyismoreindividualistic;

wee_pectfollowingfindings:

Sonyis,toahighere_tent,lookingforpotentialemployeeswithteamwork-skills.

pany-performance.

O��ssalaryarebasedonindividualperformance.

MasculinityThethirddimensioniscalledmasculinity,anditsoppositepoleisfemininity,justasthecollectivismwastheoppositepoletoindividualism.Thedimensione_plainstowhatdegreethe“tough”values（masculinevalues）prevailsoverthe“tender”valueswhichareassociatedwiththeroleofwomen.The“tough”/masculineculturalvaluescoversuchareasasmoney,assertiveness,performance,successandpetition.The“tender”/femininevaluesarevalueslikequalityoflife,maintainingwarmpersonalrelationships,service,acarefortheweak,andsolidarity.Althoughrolesofwomenandmendifferfromcountrytocountry,themasculinesocietiesarecharacterizedbythelargerdifferencesbetweentheroleofmenandwomen.Themostrelevantande_tremepolesonthemasculinityarelistedbelow:

Table2.3:

TheMasculinityDimensionsFeminine

Masculine

Se_rolesinsocietyaremorefluidSe_rolesinsocietyareearlydifferentiatedPeopleandenvironmentareimportantMoneyandthingsareimportantOnesympathizeswiththeunfortunateOneadmirethesuccessfulachiever

ThemarginbetweenthescoresforDenmarkandJapanonthemasculinityrevealsalargedifferenceinrelationtothisparticularcategory.Thescoreis17forDenmark,indicatingoneofthemostfemininecountries,whereasJapanisthemostmasculinecountrywithascoreof95.

AssumingthatthevaluesofSonyismuchmoremasculineparedwiththatofB&

O,byputtingthisintotheperspectiveofHRM-strategiesitcouldrevealitselfbyfollowing:

InthemanagementinB&

Othereisahigherpercentageofwomen

paredtotheirmalecounterparts

Oequalopportunitiesforpromotion

��semployeevaluesalaryasthemostimportantmotivator

petitionwithinSonyistougherthaninB&

O

petitiveatmospherewithinthepany

UncertaintyAvoidanceThefourthdimensionislabeleduncertaintyavoidance,andreferstothee_tenttowhichpeoplepreferstructuredvagainstunstructuredsituations.Astructuredsituationisonecharacterizedbymanyrules,andanindividualemployeealwaysknowswhathe/sheshouldbehaveandwhatise_pectedofhim/herinaspecificsituation.Therulescanbewrittenorunwritten,similartotraditions.Themainthingisthatindividualsareawareoftheserules.Countrieswhichscorehighonuncertaintyavoidancehavemuchnervousenergytowardstheunknown.Countrieswhichscorelowonthedimensionconsistsofpeoplethatarecharacterizedasmore“easygoing”.Aweakuncertaintyavoidancecanbecharacterizedasmorefle_ibleculture.

Table2.4:

TheUncertaintyAvoidanceDimension

Weakuncertaintyavoidance

Stronguncertaintyavoidance

Theuncertaintyinlifeismoreeasilyacceptedandeachdayistakenasites.Theuncertaintyinherentinlifeisfeltasacontinuousthreatthatmustbefought.Deviationisnotconsideredthreatening;

greatertoleranceisshownDeviantpersonsandideasaredangerous;

intoleranceholdsswayThereisamorewillingnesstotakerisksinlifeThereisgreatconcernwithsecurityinlife

TheUncertaintyavoidancedimensionindicatesalargedifferencebetweenDenmarkandJapan,andperhapsultimatelybetweenSonyandB&

O.Denmarkiscategorizedasalowcertaintyavoidancecountry（ascoreof26）andJapanfallsunderthelabelofhighcertaintyavoidancecountries（ascoreof92）.

TheHRMpoliciesinB&

OisreflectingalowerdegreeofuncertaintyavoidancethaninSony.SomeareasofHRMthatweareabletomeasurealowerdegreeofuncertaintyavoidanceare:

TheSonyemployeehasahighere_tentofguidanceduringtraining.

O��sETDislefttotheindividualemployee.

LongtermorientationThefifthandlastdimensioninthe“e_tended”frameworkislong-termvs.short-termorientation.Countrieswhichscorehighonthisdimensionvaluefutureobligations,andfutureopportunities.Thecountrieswhichscorelowcanbecharacterizedasshort-termoriented.Theyareorientedtowardsthepresentandconsiderthefollowingasimportant:

e_perienceandfulfillingsocialobligations.

Wefindthefollowingthreefactorsasthemostimportantpolare_tremesregardingtoHRM.