Their openness to confessions towards performance is another sign of this dimension.
With respect to the affective-neutral dimension, the U.S. is representative of the affective dimension as consultants in the case (e.g. Andrew raising his voice to the Korean management representative) express emotions freely. Raising the voice denotes anger, a very strong emotion that in Korean environment is not freely expressed. The attitude of the Koreans towards such outbursts is of understanding and patience. (Scott's confrontational meeting with one of the Korean consultants concerning this issue of how organizational processes should be flowcharted). The Koreans consider the expression of emotions improper and avoid such emotional outbursts. Moreover, neutrality is a characteristic of Korean (business) environment. Positive and negative emotions are both repressed. For instance even emotions that reflect praise and gratitude are not encouraged, for instance when mentioning that low performance is being criticized, while achievement is not praised overtly.
In terms of achievement / ascription, the U.S. is a highly achievement-oriented culture, while Korea is an ascripted culture. Social status is derived from a person's achievement for U.S. - Ellen for instance, although a woman was accepted in the team due to her prestigious professional achievement. The Koreans derive social status from age, experience, social connections, or gender. For instance, Jack's position as the lead Korean consultant, made it difficult for Ellen to impose herself as co-project manager. This is due to gender, culture, experience. The behavior of subordinates and superiors also reflected the Korean's respect for status and position.
In what concerns time perception, there is another issue that led to conflict, as the American consultants saw the project development sequentially while the Koreans have taken the synchronic perspective, since timelines are considered malleable. Illustration of synchronic perspective are the Koreans' plan of a market study when there was no time for such endeavors and they also neglected they deadline. Ellen stated that it was very important for the project to be completed on time, and in case that won't happen she would be held accountable for any delays. The statement above also reinforces the orientation on rules that characterize universalists (the Americans).
Another important issue is the distinction specific - diffuse. The American culture tends to be more specific - impersonal, comfortable in public space, sets and attains objectives, while Koreans are diffuse - more private, interaction is guided by authority, everything appears to be connected to everything, can easily lose face. The face loss is exemplified in the study as well as the importance of leadership for a manager. The leadership and face loss are approached by the manager in terms of disappointment (the privacy of feeling is also manifest at this point) in the individual's efforts.
The relationship to environment is discussed in terms of locus of control: the Americans are internally controlled, in that they place a lot of emphasis on attaining objectives and goals, and interpret failure as something that sometimes is unavoidable; they do not blame themselves or their capabilities. The Koreans are persistent, polite, and rejoice for successful activities and failure is assumed individually (for example Jack's humbling discourse at the Dinner as a result of his disappointment with his performance).
The most important issues that lead to conflict in this case appear to be the difference in uncertainty avoidance, several particularities concerning human relations described above, especially achievement vs. ascription. Uncertainty avoidance dimension has been detailed above. With respect to achievement vs. ascription I would like to comment upon Ellen's perceived role as a co-project manager. Although she was accepted to be part of the team from the beginning by her Korean counterparts, her further exclusion from the teams' activities may be interpreted as a manifestation of the Koreans stereotype of women's role in organizations. It is described in the case study that women have been present only in a small percent and only recently in organizations; even fewer reached top management positions. Ellen's presence may have been confusing, and in a culture dominated by collectivist, particular, neutral and diffuse involvement communication on this issue appears difficult. What is more likely the Koreans accepted her, respected her background and achievement but did not ask more information or suggested to their American counterparts they would prefer another consultant. Such an approach escalated the conflicts already manifest as a result of cultural values clash and was reflected in a poor communication.
Time-management seems to be another important problem on the part of the Korean consultants, as they decided, by themselves and without...
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