Analyzing Corruption in Cross-Cultural Management: A Case Study

This case study explores corruption in cross-cultural management, focusing on a scenario involving a US-based hydro generation firm establishing a plant in Tanzania. The assignment analyzes the ethical implications of bribery and corruption within the context of Hofstede's cultural dimensions, including individualism/collectivism, power distance, uncertainty avoidance, and masculinity/femininity. The solution highlights the vice president's decision to avoid corruption and the impact of cultural differences between the US and Tanzania, emphasizing the importance of ethical leadership and organizational culture in international business. The study references key concepts and academic sources to provide a comprehensive understanding of the challenges and complexities of cross-cultural management, particularly concerning corruption and ethical decision-making in global business environments.

Cross Cultural Management
PODCAST
Corruption (Leadership, Organizational Culture, Ethics and CSR)
Corruption is comprehended from various perspectives crosswise over societies around
the world, anyway French (2007:155) portrays the idea as "alluding to debilitation of honesty or
a particular guideline", which means people or associations would overlook moral or lawful
norms to accomplish targets.
Tragically, bribery can be regular crosswise over associations around the world, and informally
usually acknowledged method for leading business particularly in creating nations, anyway it
must be concurred with Shaw (2014:364), who says that "paying off isn't right since it is an
instigation to act deceptively". Despite the fact that giving tips may have profited the business to
fit into timing plan, it isn't just unlawful action which can place people in prison, authorize or
even close the business, make an awful notoriety of the business yet additionally can, and more
likely than not would have unfriendly impact on the business by advancing coercion. As
indicated by Rose-Ackerman and Palifka (2016:208), "coercion can allude to instalments gotten
by dangers".
This case study is based on national cultural aspects or behaviour of people of Tanzania,
when US based hydro generation firm was looking to establish a new hydrogen-based plant in
city of the Tanzania (Bird and Mendenhall, 2016). In response, vice president of the US based
hydro generation has decided to work with no bribe or corruption. This will be best explained
through use of Hofstede cultural dimension which is comprise of six different dimension such as:
Individualism/collectivism, power distance index, uncertainty avoidance situation and
masculinity/femininity (Johnson and Cullen, 2017).

Sources: Hofstede cultural dimension, 2017
US culture is very professional and forward looking, whereas on the other hand, Tanzania
is the nation with backward culture and high poverty, where crime majorly happened on regular
basis. When talking over the six dimensions, in the US, majorly importance is used to be given
for individualistic culture, where person is self-oriented, on the other hand, Tanzania is following
collectivism culture, even at low level (French, 2015).
Illustration 1: Hofstede cultural dimension

REFERENCES
Books & Journals
Thomas, D. C. and Peterson, M. F., 2017. Cross-cultural management: Essential concepts. Sage
Publications.
French, R., 2015. Cross-cultural management in work organisations. Kogan Page Publishers.
Johnson, J. L. and Cullen, J. B., 2017. Trust in cross‐cultural relationships. The Blackwell
Handbook of Cross‐Cultural Management. pp.335-360.
Bird, A. and Mendenhall, M. E., 2016. From cross-cultural management to global leadership:
Evolution and adaptation. Journal of World Business. 51(1). pp.115-126.
Peterson, M. F. and Soendergaard, M., 2012. The foundations of cross cultural management.
Revista Psicologia Organizações e Trabalho. 12(1). pp.17-31.
Friedman, R., 2012. Cross-cultural management and bicultural identity integration: When does
experience abroad lead to appropriate cultural switching?. International Journal of
Intercultural Relations. 36(1). pp.130-139.
Brunet-Thornton, R. and Bureš, V., 2012. Cross-cultural management: Establishing a Czech
benchmark.
Online
Hofstede's Cultural Dimensions, 2018. [Online]. Available through:
<https://www.mindtools.com/pages/article/newLDR_66.htm>