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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
Victoria Mochalkina3 Cross-Cultural Management
- highly competitive business -
115 M consumers
operating across
29 markets
international expansion
Victoria Mochalkina4 Cross-Cultural Management
Situation ‘consumers in Kazakhstan read merely Russian media distributed in the country’
KAZAKHSTAN
Victoria Mochalkina5 Cross-Cultural Management
CULTURAL ENVIRONMENT
Hofstede's cultural dimensions
Power Distance, Uncertainty Avoidance, Individualism/Collectivism, Masculinity/Femininity, Long/ Short Term Orientation, and Indulgence/Restraint
Victoria Mochalkina6 Cross-Cultural Management
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:
Victoria Mochalkina8 Cross-Cultural Management
CULTURAL ENVIRONMENT
UNCERTAINTY AVOIDANCE
COLLECTIVISM
geographical &political
factors ‘Strong, cohesive in-groups.collective goals and cooperative action, members are rewarded for joint contributions’
Victoria Mochalkina9 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 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
Victoria Mochalkina13 Cross-Cultural Management
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
Victoria Mochalkina16 Cross-Cultural Management
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
