Power Distance Index (PDI) focuses on the degree of equality, or inequality, between people in the country's society. In Sweden, the low Power Distance ranking indicates that in this society, there is no difference between citizen's power and wealth. In these societies equality and opportunity for everyone is stressed. Individualism (IDV) focuses on the degree the society reinforces individual or collective achievement and interpersonal relationships. In Sweden, the High Individualism ranking indicates that individuality and individual rights are very integrated in the society. Individuals in these societies may tend to form a larger number of looser relationships. Masculinity (MAS) focuses on the degree the society reinforces, or does not reinforce, the traditional masculine work role model, control, and power. In Sweden the Low Masculinity ranking indicates the country has a low level of differentiation and discrimination between genders. In these cultures, females are treated equally to males in all aspects of the society.
[...] The IKEA concept IKEA Concept is the most well known strategic marketing in the world. It based on offering a wide range of designed, functional home furnishing products at prices so low that many people are able to buy them. Rather than selling expensive home furnishings that only a few can buy, the IKEA Concept makes it possible to serve all social classes by providing low- priced products that contribute to live in a better place. The IKEA Concept guides the way to how the IKEA products are designed, manufactured, transported, sold and assembled. [...]
[...] Finally, Chinese employees seem to accept this strange way of working, in opposition with their own culture IKEA in Saudi Arabia 1 Analysis of the Arabian firm culture according to the five dimensions of Hofstede Power Distance = 80 High power distance This high rank shows that it exist a high level of inequality of power and wealth within the society. As the power distance is the degree of acceptation of inequality, Arabians will accept that leaders will separate themselves from the group. [...]
[...] They need to protect their reputation; they respect traditions and when they are given gifts, they need to give something back IKEA in Jeddah: how IKEA adapts its firm culture to Saudi Arabia The corporate identity of Ikea is within the company as strong as outwardly. All Ikea stores look the same and have a typical appearance. The first agreement you recognize before even entering the shop: the huge four yellow letters on the blue background - the Swedish national colours. [...]
[...] They need to protect their reputation; they respect traditions and when they are given gifts, they need to give something back IKEA in Beijing: how IKEA adapts its firm culture to China Now that we have analyzed the Chinese management way and that we have compared it to the Swedish style, we can apply this general analysis to the case of IKEA. Actually, we have noticed that the Chinese model seems to be really different from the Swedish one. So, how could IKEA adapt its management to a culture totally opposed to its own culture? [...]
[...] Spirit of economy Everything is oriented around economy and the research of economy in every part: production, distribution III) IKEA's adaptation to the different countries' culture 7 IKEA in China 1 Analysis of the Chinese firm culture according to the five dimensions of Hofstede Power distance = 80 High power distance It means that, in China, as in France, the importance of hierarchy is really present. Chinese subordinates are afraid of their bosses and Chinese bosses are paternalistic. This characteristic seems to be totally opposed to the IKEA Swedish culture because Sweden is a low power distance country with a more consultative management style for the bosses. [...]
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