DATEN & RESSOURCEN

Kulturforschung

1. Kulturelle Dimensionen

Ein weit verbreiteter Ansatz um Kulturen konzeptionell zu erfassen und empirisch zu messen sind kulturelle Dimensionen. Dieser Ansatz fußt auf der Prämisse, dass sämtliche Gesellschaften ähnliche, grundlegende Herausforderungen gegenüberstehen und die Art und Weise wie sie mit diesen Herausforderungen umgehen ihre kulturellen Dimensionen abbilden, anhand derer sie voneinander unterschieden und genauer untersucht werden können.

Auf dieser Seite stehen Daten zu den kulturellen Dimensionen von Hofstede (2001), GLOBE (House et al., 2004), Schwartz (2004) und der tightness-looseness Dimension (Gelfand et al., 2011) zum Download zur Verfügung.

 
 

Hofstede cultural scores for download:​

Please cite: Hofstede, G. 2001. Culture's consequences: Comparing values, behaviors, institutions and organizations across nations. Sage: Thousand Oaks, CA.

For an application of Hofstede’s scores, please refer to: Li, C., & Parboteeah, K. P. 2015. The effect of culture on the responsiveness of firms to mimetic forces: Imitative foreign joint venture entries into China, 1985-2003. Journal of World Business, 50(3): 465–476.)

 

GLOBE cultural scores for download:

Please cite: House, R. J., Hanges, P. J., Javidan, M., Dorfman, P., & Gupta, V. 2004. Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Sage: Thousand Oaks, CA.

For an application of GLOBE scores, please refer to:

  • Li, C., Brodbeck, F. C., Shenkar, O., Ponzi, L., & Fisch, J. H. 2017. Embracing the foreign: Cultural attractiveness and international strategy. Strategic Management Journal, 38(4): 950–971.

  • Schneid, M., Isidor, R., Li, C., & Kabst, R. 2015. The influence of cultural context on the relationship between gender diversity and team performance: a meta-analysis. International Journal of Human Resource Management, 26(6): 733–756.

Schwartz cultural scores for download:​                  Read me: 

Please cite: Schwartz, S. H. 2006. A theory of cultural value orientations: Explication and applications. Comparative Sociology, 5: 137–182.

 

Tightness-looseness scores for download:

Please cite: Gelfand, M. J., Raver, J. L., Nishii, L., Leslie, L. M., Lun, J., Lim, B. C., Duan, L., Almaliach, A., Ang, S., Arnadottir, J., & Aycan, Z. 2011. Differences between tight and loose cultures: A 33-nation study. Science, 332: 1100–1104.

For an application of tightness-looseness scores, please refer to: Gelfand, M. J., Gordon, S., Li, C., Choi, V., & Prokopowicz, P. 2018. One reason mergers fail: The two cultures aren’t compatible, Harvard Business Review, October.

 

2. Kulturelle Distanz, kulturelle Cluster, kulturelle Attraktivität

Im Folgenden stehen Daten zum Kogut und Singh (1988) Index, zu den Ronen und Shenkar (2013) Clusters und zur kulturellen Attraktivität (Li et al., 2017) zum Download zur Verfügung.

Kogut and Singh (1988) index for download:​

Please cite: Kogut, B., & Singh, H. 1988. The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19(3): 411–432.

Before using this index, please read the following critiques and suggestions for overcoming its limitations:

  • Li, C., Brodbeck, F. C., Shenkar, O., Ponzi, L., & Fisch, J. H. 2017. Embracing the foreign: Cultural attractiveness and international strategy. Strategic Management Journal, 38(4): 950–971.

  • Shenkar, O. 2001. Cultural distance revisited: Towards a more rigorous conceptualization and measurement of cultural differences. Journal of International Business Studies, 32(3): 519–535.

  • Shenkar, O., Luo, Y., & Yeheskel, O. 2008. From “distance” to “friction”: Substituting metaphors and redirecting intercultural research. Academy of Management Review, 33(4): 905–923.

  • Tung, R. L., & Verbeke, A. 2010. Beyond Hofstede and GLOBE: Improving the quality of cross-cultural research. Journal of International Business Studies, 41: 1259–1274.

 

Ronen and Shenkar (2013) clusters for download:                           Country-dyadic data: 

Please cite: Ronen, S., & Shenkar, O. 2013. Mapping world cultures: Cluster formation, sources and implications. Journal of International Business Studies, 44(9): 867–897.

For an application of the cultural clusters, please refer to:

  • Li, C., Brodbeck, F. C., Shenkar, O., Ponzi, L., & Fisch, J. H. 2017. Embracing the foreign: Cultural attractiveness and international strategy. Strategic Management Journal, 38(4): 950–971.

  • Li., C., & Reuer, J. R. forthcoming. The impact of corruption on market reactions to international strategic alliances, Journal of International Business Studies.

  • Li., C., Shenkar, O., Newburry, W., & Tang, Y. forthcoming. How country reputation differentials influence market reaction to international acquisitions, Journal of Management Studies.

 

Cultural attractiveness index for download:​

Please cite: Li, C., Brodbeck, F. C., Shenkar, O., Ponzi, L., & Fisch, J. H. 2017. Embracing the foreign: Cultural attractiveness and international strategy. Strategic Management Journal, 38(4): 950–971.

 

Fußnote: Ländernamen wurden der Weltbank entnommen.