The research hopes to provide a deeper understanding of the leading countries in the Central Eastern Europe (CEE) region from a culture sensitive marketing perspective. The aim of this work is to provide a pilot study upon which more critical national culture studies are to be introduced.The purpose of this dissertation is four-fold: 1) To discuss the proper methodology for the research; 2) to replicate the original study in order to suggest the values for the Czech Republic, Poland and Slovakia; 3) to introduce the marketing application theoretical framework for the original study, and 4) to translate the results to marketing scholars and practitioners.

Globalization and global markets are dominating in the today’s business arena. Companies are more often than not required to internationalize and operate in global markets instead of just competing within national borders. Due to the high level of globalization, psychic distance between nations and countries is argued to have decreased significantly. However, underlying national and business culture differences still very much exist and companies must be aware of and take the differences into account in their international operations. For decades cross-cultural science has been guided by Hofstede’s cultural dimensions model and it is widely used to research and describe national cultures and differences between different cultures. Psychic distance concept is one of the most applied constructs of multinational enterprises’ internationalization and it has deservedly attracted a lot of attention within the literature and research of international business. Psychic distance is recurrently utilized when presenting and evaluating differences between a company’s home and foreign market. The general underlying notion of psychic distance is that companies operating in psychically close countries will succeed in their international operations. However, there is an increasing amount of research and literature providing contradictory evidence, referred to as psychic distance paradox. According to the concept of psychic distance paradox, perceived similarities within countries may result in cultural overconfidence and inadequate preparation prior entering psychically close markets resulting in poor organizational performance. The aim of the dissertation is to contribute in the research of the psychic distance concept regarding the existence of the psychic distance paradox and how it appears in the international business. The main focus is on management’s perceptions of psychic distance and how they affect a company’s organizational performance in psychically close foreign market. From the research conducted it can be concluded that the management’s perceptions of psychic distance can essentially affect the company’s organizational performance in a foreign market. In case the management’s perceptions of psychic distance are not in accordance with reality and the differences are overlooked, the company can face difficulties and poor organizational performance even in a psychically close market. The findings of the research provide additional proof to the existence of the psychic distance paradox concept.

The purpose of this study is to describe and analyze (1) how Vietnamese business culture resembles and differs from Unilever corporate culture, (2) what advantages and disadvantages are resulted from these similarities and differences, and (3) how the company made use of the advantages and overcome the disadvantages. This thesis also aims at (4) indicating some shortcomings in Unilever‟s adaptation strategy and providing some recommendations. This research work is qualitative in nature and is based upon a case study. Both primary and secondary data are used for the case analysis. Primary data are collected by semi-structured interviews. As a Western company entering Vietnam – an Eastern market, Unilever has encountered both challenges and benefits from the differences and similarities between its global core values and Vietnamese culture. With its global vision: “We have local roots with global scale”, the company made a number of changes to accommodate the differences and took advantage of the similarities. Its adaptation strategies not only build up a strong and appropriate culture but also act as a source of competitive advantage, which contributes to Unilever impressive success in theVietnamese market. However, there are still some shortcomings that need to be taken into consideration.

Mergers and acquisitions (M&A) are one of the fastest strategic options that companies choose to face the global competitive market. This is evident from the number and the amount of growth in the value of the deals, as well as the occurrence of the 'mega–mergers' in recent times. If companies do not adapt to the fast moving and evolving business environment, they will run the risk of becoming obsolete. The key principle behind buying a company is to create shareholder value, which will give the organisation a competitive advantage. The reasoning behind M&A is that one combined company may be more valuable than two separate companies. Despite the popularity of M&A, 60–80% of M&A fail to create value. There are several reasons why M&A fail, such as the insufficient analysis and examination during the planning and early stages of the transaction, overpayment and poor management in the integration phase. In the past 20 years, the volume of cross–border acquisitions has increased nearly three times faster than the volume of domestic acquisitions. Although cross–border M&A have become more popular, it comes with its own challenges and problems. The companies that enter into cross–border acquisitions need to face the issue of cultural differences, which is one of the common reasons of M&A failure. The participants of both companies need to integrate with the national and corporate cultures of the new company. In order for companies to be successful, the management needs to consider the impact and importance of these cultural differences. Organisations frequently struggle with cross–cultural issues and it has been argued that the cultural distance between the country of the acquirer and the acquired is an important determinant of the success of cross–border acquisitions. In the example of the German company Daimler Benz and the American company Chrysler Corporation the fact that these two companies have very different cultural backgrounds and that their structures differed significantly complicated the merger. The company's choice of languages, images, metaphors and rhetorical strategies had a huge impact on the acceptance of the merger by the employees. Hofstede investigated the social dimensions of culture in order to develop a comprehensive model of culture. The model was developed on data collected from the IBM study of work–related attitudes of 116,000 employees in over 50 countries and three regions. The first four dimensions of culture were derived from this study namely, Power Distance Index (PDI), Individualism (IDV), Masculinity (MAS), and Uncertainty Avoidance Index (UAI). Gray extended Hofstede's earlier cultural framework to an accounting perspective and suggested that accounting values are derived from cultural dimensions. Gray summarised his accounting values as: Professionalism versus statutory control, uniformity versus flexibility, conservatism versus optimism and secrecy versus transparency. The research question and objective of this study was to investigate the potential impact of cultural differences of cross–border acquisitions on companies from an accounting perspective. In order to answer the research question there were three objectives set. The first objective is to investigate the impact that cultural differences have on a company using Hofstede's cultural dimensions, the second objective is to investigate the impact that cultural differences have towards an accounting perspective using Gray's accounting values. The third and final objective of this research is to interpret the potential impact of a cross–border acquisition on a company taking the cultural differences into account. Considering the cultural differences, it was evident that there are differences between cultures, which may lead to cultural conflict and may hamper the success of cross–border mergers or acquisitions. The cultural differences that were observed, which was extended to an accounting perspective indicated that cultures do have an effect on the way accounting is done form one country to another. The conclusion can be made that companies do need to take the cultural differences into account before entering into cross–border mergers and acquisitions, and that proactive measures needs to be in place in order for the cross–border merger and acquisition to be a success. / Thesis (M.Com. (Management Accountancy))--North-West University, Potchefstroom Campus, 2011.

Mergers and acquisitions (M&A) are one of the fastest strategic options that companies choose to face the global competitive market. This is evident from the number and the amount of growth in the value of the deals, as well as the occurrence of the 'mega–mergers' in recent times. If companies do not adapt to the fast moving and evolving business environment, they will run the risk of becoming obsolete. The key principle behind buying a company is to create shareholder value, which will give the organisation a competitive advantage. The reasoning behind M&A is that one combined company may be more valuable than two separate companies. Despite the popularity of M&A, 60–80% of M&A fail to create value. There are several reasons why M&A fail, such as the insufficient analysis and examination during the planning and early stages of the transaction, overpayment and poor management in the integration phase. In the past 20 years, the volume of cross–border acquisitions has increased nearly three times faster than the volume of domestic acquisitions. Although cross–border M&A have become more popular, it comes with its own challenges and problems. The companies that enter into cross–border acquisitions need to face the issue of cultural differences, which is one of the common reasons of M&A failure. The participants of both companies need to integrate with the national and corporate cultures of the new company. In order for companies to be successful, the management needs to consider the impact and importance of these cultural differences. Organisations frequently struggle with cross–cultural issues and it has been argued that the cultural distance between the country of the acquirer and the acquired is an important determinant of the success of cross–border acquisitions. In the example of the German company Daimler Benz and the American company Chrysler Corporation the fact that these two companies have very different cultural backgrounds and that their structures differed significantly complicated the merger. The company's choice of languages, images, metaphors and rhetorical strategies had a huge impact on the acceptance of the merger by the employees. Hofstede investigated the social dimensions of culture in order to develop a comprehensive model of culture. The model was developed on data collected from the IBM study of work–related attitudes of 116,000 employees in over 50 countries and three regions. The first four dimensions of culture were derived from this study namely, Power Distance Index (PDI), Individualism (IDV), Masculinity (MAS), and Uncertainty Avoidance Index (UAI). Gray extended Hofstede's earlier cultural framework to an accounting perspective and suggested that accounting values are derived from cultural dimensions. Gray summarised his accounting values as: Professionalism versus statutory control, uniformity versus flexibility, conservatism versus optimism and secrecy versus transparency. The research question and objective of this study was to investigate the potential impact of cultural differences of cross–border acquisitions on companies from an accounting perspective. In order to answer the research question there were three objectives set. The first objective is to investigate the impact that cultural differences have on a company using Hofstede's cultural dimensions, the second objective is to investigate the impact that cultural differences have towards an accounting perspective using Gray's accounting values. The third and final objective of this research is to interpret the potential impact of a cross–border acquisition on a company taking the cultural differences into account. Considering the cultural differences, it was evident that there are differences between cultures, which may lead to cultural conflict and may hamper the success of cross–border mergers or acquisitions. The cultural differences that were observed, which was extended to an accounting perspective indicated that cultures do have an effect on the way accounting is done form one country to another. The conclusion can be made that companies do need to take the cultural differences into account before entering into cross–border mergers and acquisitions, and that proactive measures needs to be in place in order for the cross–border merger and acquisition to be a success. / Thesis (M.Com. (Management Accountancy))--North-West University, Potchefstroom Campus, 2011.

National culture has a significant influence on how innovations are adopted and diffuse throughout society. Existing innovation literature often employ Hofstede’s cultural difference dimensions to predict technology diffusion, which is critical to international marketers who are interested in tapping into this region. However, whilst Hofstede initially clustered the Arab nations into one region, past works have failed to compare and predict the diffusion of innovations amongst the Middle East and North African (MENA) nations. To address this research gap and to challenge Hofstede’s assumption of the MENA region as one cultural homogenous group, this study proposes to 1) measure the cultural differences of the seven nations, including Kuwait, Kingdom of Saudi Arabia, United Arab Emirates, Egypt, Iraq, Libya, and Lebanon within the MENA region and 2) explore the relationship between national culture and the diffusion of innovations amongst the seven countries. Using Hofstede’s latest national culture instrument, the Value Survey Model 2013 (VSM13), 775 survey data is collected from university students based in the seven nations to obtain new national cultural profiles on six dimensions, which are power distance, uncertainty avoidance, individualism, indulgent versus restraint, long-term orientation and masculinity femininity index. Empirical evidence shows that all seven nations differ significantly on each of Hofstede’s national culture dimensions, particularly on the power distance, uncertainty avoidance, indulgent versus restraint, and long term orientation dimension. The Bass Model is employed to estimate each of the seven nation’s diffusion patterns based on their mobile subscription data, and then correlated with their national culture ranks along with other variables such as socioeconomic indicators and telecommunication sector specific variables. The findings indicate that out of the six national culture indices, only the power distance index, indulgent versus restraint, long term orientation, and uncertainty avoidance dimensions show significant correlations with the innovation and imitations levels on the national level, suggesting that these particular cultural scales can effect and limit the innovation levels and the speed of the diffusion process of innovations. Results also indicate that literacy rate and urbanization are significantly correlated with the speed of the diffusion process and imitation levels on the national level. This research sheds new light on cross national diffusion literature by empirically revealing the innovative and imitative profiles of seven Arab States that were previously underrepresented and untested. The present study also provides fresh insights into the diffusion and national culture relationship by analysing the MENA region, which presents a theoretical contribution to cross cultural diffusion studies by advancing our understanding of the process by which Hofstede’s dimensions are associated with innovative and imitative levels. International marketing managers are thus advised to adopt a waterfall strategy when approaching the MENA region, in which innovative countries, such as Kuwait, are first targeted for introducing innovative products and services, through mass media and advertising. Whilst imitative countries, such as Egypt, are targeted for last entry, with a marketing communication plan that utilizes brand ambassadors and influencers, so as to reduce the risk and uncertainty of the innovation in question.

To break through the clutter of advertisements, some advertisers uses sexual appeal as a technique to increase visibility and sales. The purpose of this study is to examine, from a Swedish and South Korean perspective, how the attitude towards sexual appeal in advertising differ between generations. Culture and age has been proven to be factors affecting attitude towards advertisements, and previous research has found that the attitude towards sexual appeal in advertising between Swedish and South Korean university students only differed slightly. To examine the attitudes, data was collected through a questionnaire. The results suggest that the attitudes of each age group are generally rather similar, regardless of culture. Ages 18 to 30 showed most negativity towards sexual appeal in advertisements.

All countries have their own national culture, with their own norms, beliefs, attitudes, and values. Every organisation in the world also has their own organisational culture, just like any other social group. Because of the increased globalization throughout the world, more companies are becoming multinational corporations. This means that they go through a market entry process when they enter a foreign market. This can lead to their already established organisational culture being affected by the national culture in the foreign country. The effect of national culture on organisations is a well-researched area. However, the research on how the organisational culture is affected by national culture as an organisation goes through international market entry leaves much to be discovered.  The purpose of this thesis was to investigate how, and if the organisational culture of Swedish organisations is affected by national culture when they establish themselves on the United States market. It was also investigated how Hofstede’s five dimensions of culture can aid in the explanation of the potential organisational culture change, and if the index scores of the five dimensions for Sweden and the United States correspond to the differences later indicated by our research. The effect of leadership and market entry strategy on the organisational culture was also investigated. The qualitative data collection in this thesis comes from semi-structured interviews with companies who help Swedish companies in their market entry process, managers of Swedish companies who have established themselves on the United States market, and one human resource manager within a Swedish company which has moved to the United States. This data lays the basis for the results of this study, and we identify themes relevant to the purpose and research question of this study.  The conclusion of this thesis shows that the organisational culture of all the companies we have interviewed has been influenced by national culture to some extent. The factors which are identified to have had the largest impact on the organisational culture of these companies are market entry strategy, leadership, and the newly found themes; culture-carriers and laws and legislation. It is also concluded how Hofstede’s five cultural dimensions within organisational culture are affected by the national culture.  In the conclusion of this thesis, the importance of the cultural knowledge and awareness of the factors which influence organisational culture possessed by managers is emphasised. Practical and theoretical implications are also provided both for organisations and future research.

The objective of this project is to examine the differences between Moroccan and American students with regards to the cultural influences that led them to pursue an engineering degree. Annually since 2015, a partnership between a university in Morocco and MSU allows senior engineering Moroccan students to study at MSU to obtain their graduate degree in aerospace or mechanical engineering. The roughly equal gender representation in most Moroccan cohorts prompted our research question: “How do students from Morocco and the United States describe the cultural reasons that factored into their choice to pursue an engineering degree?” This exploratory qualitative study is guided by the combined frameworks of Hofstede’s Cultural Dimension (HCD) and Expectancy-Value Theory (EVT). The influence of expectancy, family/social structure, and value are evaluated using EVT and cultural factors are evaluated through HCD. We conducted two phases of semi-structured interviews with senior and graduate Moroccan and American students. This study resulted in the modification of the EVT model to include the three constructs of Collectivism, Religion, and Power Distance Index. It also revealed how EVT’s task values manifest differently across cultures. Results indicate that cultural differences manifest primarily through the “Collectivist” mentality among Moroccans, explaining the gender participation difference between Moroccan and American engineering students.

This study aims to explore and create a deeper understanding of companies' leadership and discover how national culture relates to authentic leadership in a Swedish context. In addition to the purpose, the following research question is formulated; What are the characteristics of authentic leadership in Swedish managers from an employee's perspective? This study is based on a qualitative study with a deductive approach to get a deeper understanding of the topic rather than a broader perspective. The empirical data was gathered through eight interviews with people who work in the private and public sectors of business, and interviews were conducted through Zoom. Our analysis identified two main themes, and these are connected to the national culture in Sweden. Swedish managers are skilled listeners and diplomatic leaders, which affects authenticity, showing how national culture can affect authenticity.