文档介绍：Document number：PBGCG-0857-BTDO-0089-PTT1998
索尼文化研究
The culture differences between Sony and B&O
The focueme 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 : The Power Distance Dimension
Small Power Distance
Large Power Distance
Superiors 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 antedates 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.
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The scores for the Power Distance dimension are respectively; 20 for Denmark’s 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. 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 Denmark 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 human resource management in the respective companies and Hofstede’s 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.
Sony has more formal relationship and formal communication.
B&O’s employees generally have more informal relationship with their employe