Cross-cultural management

Management Cross-Cultural

VOGUE Victoria MochalkinaMA 15 / International Business Student-No. XXX

going toKazakhstan

Victoria Mochalkina2 Cross-Cultural Management

- VOGUE going to Kazakhstan -

Company and market PROFILE

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- highly competitive business -

115 M consumers

operating across

29 markets

international expansion

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Situation ‘consumers in Kazakhstan read merely Russian media distributed in the country’

KAZAKHSTAN

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CULTURAL ENVIRONMENT

Hofstede's cultural dimensions

Power Distance, Uncertainty Avoidance, Individualism/Collectivism, Masculinity/Femininity, Long/ Short Term Orientation, and Indulgence/Restraint

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CULTURAL ENVIRONMENT

‘Quite high, as in other Post-Soviet countries’

POWER DISTANCE

Power index for Kazakhstan

85%

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CULTURAL ENVIRONMENT

UNCERTAINTY AVOIDANCE

‘highly uncertainty avoidance culture’ UNSTRUCTURED SITUATIONS:

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CULTURAL ENVIRONMENT

UNCERTAINTY AVOIDANCE

COLLECTIVISM

geographical &political

factors ‘Strong, cohesive in-groups.collective goals and cooperative action, members are rewarded for joint contributions’

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MASKULINITY

LONG/ SHORT TERM ORIENTATION

‘women in Moslem families are expected to be obedient, not oppose their husbands’

INDULGENCE/RESTRAINT

Kazakhstan population in general separate their leisure

from business life

10 Cross-Cultural Management

MASKULINITY

LONG/ SHORT TERM ORIENTATION

‘women in Moslem families are expected to be obedient, not oppose their husbands’

INDULGENCE/RESTRAINT

Kazakhstan population separate their leisure from

business life

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- VOGUE going to Kazakhstan -

Mitigating cross-cultural

RISKS

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Recipe ‘business communication, marketing/customer approaches, staff management’

KAZAKHSTAN

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MIX

Russian (half of the population)

& Kazakhstan (oriental)

thinking

‘expected to ask questions not related to

business first’

Relationship-

West misinterpret as avoiding direct questions where Kazakhstanies are trying to give a thorough answer

oriented culture

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BLEND

localization, globalization,

glocalization and hybridity

‘Magazine brands are not Coca-Cola’

Marketing/customer

approaches

Hybritization in periodicals:local content via global formats

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BLEND

localization, globalization,

glocalization and hybridity

Marketing/customer

approaches

NEW TOPICS

SUCCESSFUL politicians

& superstars

household

Muslim fashion symbols of wealth

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Staff management

BALANCE

local staff and

global supervisors

‘subordinates expect experience and expertise on the part of their leaders’

High power distance

Time orientation

boss typically makes almost all the

decisions

‘approach to deadlines and punctuality is less strict than in North America’

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Recommendations ‘business communication, marketing/customer approaches, staff management’

KAZAKHSTAN

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Staff management

and decision making tends to be more authoritarian than democratic

Leadership

look to their supervisors for the answers or feedback

Staff

Employees do not express their concerns relating to the performance of higher level managers directly

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Business communication style

Indirect communicationEstablishing personal relationshipDecisions take a long time

VOGUE Victoria MochalkinaMA 15 / International Business Student-No. XXX

going toKazakhstan