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Multinational corporations can utilize the cultural dimensions of a country to properly assess their organizational culture in an offshore location. Organizational culture is defined as the shared values and beliefs that enable members to understand their roles and norms of the organization (Luthans & Doh, 2017). Understanding national cultural values is crucial for organizations because Hofstede’s research found that the national cultural values have a significant impact on their organizational performance. Trompenaars identified and described four different types of organizational cultures: family, Eiffel Tower, guided missile, and incubator (Luthans & Doh, 2017). When the cultural dimensions of Brazil are taken into consideration, the initial response is that Brazil’s common organizational culture fits with that of a family culture; which places a strong emphasis on hierarchy and orientation to the person (Luthans & Doh, 2017). This is because Brazilian companies tend to be strictly hierarchy with information flowing in a structured way up and down the various chains of command. In addition, relationships are of key importance, and the managers and subordinates work hard to foster a relationship based on trust and respect (World Business Culture, 2017).
However, when Brazil’s cultural dimensions are further evaluated to consider other organizational cultures, a guided missile culture can also be utilized, and this aligns with General Electric’s approach of being task oriented through the use of teamwork and a participative style. GE encourages innovation and creativity, and that flourishes with an egalitarian and task-driven organizational culture, such as guided missile culture. That is why it is beneficial to know that a guided missile culture can function in Brazil. This is supported by the fact that Brazil is in the femininity category, meaning Brazilians place importance on cooperation and a friendly environment, both of which help with teamwork. It must also be noted that in order to ensure a good, collaborative team, it is important for Brazilians that everybody is given the opportunity to get to know each other and form relationship bonds (World Business Culture, 2017). This not only helps with teamwork but also helps with diversity among teams because collaboration is based on relationship bonds and each individual is given the opportunity to form them. The downside to this is that it might take longer to mold a Brazilian team than a team in the U.S. (World Business Culture, 2017). Lastly, according to GLOBE, Brazil’s value score for power distance is low even though its practice score is relatively high, but when it comes to in-group collectivism, Brazil’s value and practice scores are both high (Results, n.d.). The guided missile culture may be able to capitalize on the discrepancy found in Brazil’s value and practice scores for power distance while further emphasizing the importance of in-group collectivism. By considering how Brazil’s cultural dimensions influence business processes, GE will ensure to make the best decisions and enhance their cooperation when working in Brazil.
Luthans, F., Doh, J. P. (2017). International Management: Culture, Strategy and Behavior (10th ed.). Boston (Mass.): Irwin/McGraw-Hill.
Results - Brazil GLOBE Project. (n.d.). Retrieved November 19, 2018, from https://globeproject.com/results/countries/BRA?menu=list
World Business Culture. (2017, March 23). Business Culture in Brazil. Retrieved November 27, 2018, from https://www.worldbusinessculture.com/country-profiles/brazil/culture/business-structures/
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