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CULTURAL DIMENSIONS IN BUSINESS LIFE: HOFSTEDE’S INDICES

CULTURAL DIMENSIONS IN BUSINESS LIFE: HOFSTEDE’S INDICES

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CULTURAL DIMENSIONS IN BUSINESS LIFE: HOFSTEDE’S INDICES

Introduction
Access to trustworthy and timely analytical information is a significant barrier for the global business community considering trade and investment in Sub-Saharan African countries (African Business Guide, 2009). One part of this difficulty is the subject of culture, which is critical for foreign management practitioners, whose first query is frequently, “How do they do things out there” (Usunier, 1998).

There is widespread agreement that culture has a fundamental impact on international business practices (Omar, O., Kirby, A., & Blankson, C. 2003. 81–97). This is strengthened by the complex process of implementing international management decisions.

As a result, increasing cultural awareness can help businesses develop international capabilities and individuals become more globally sensitive.
Currently, data and information on business and culture challenges in African economies are distributed among different data sources, many of which are inaccessible. In an era of economic interdependence in Africa, fueled by global financial transactions and joint ventures between businesses in industrialised and developing countries (Ofosu and Hansen, 2002; Mmieh and Owusu-Frempong, 2004)

as well as the growing attraction of foreign direct investment (FDI) to developing economies in Africa, it is surprising that very little is documented about African culture and its interface with international business practices.

On the Internet, the rising body of knowledge about African commercial resources is dispersed and generally invisible. Researchers may spend many frustrating and often pointless hours looking for this information.

It is also crucial to note that, for foreign enterprises to succeed in Africa, “understanding and appreciating African culture is not an option but a necessity” (Nwankwo, S. 2000).

According to Iguisi and Rutashobya (2002), Africa’s lack of adequate cultural integration in management is denying it the necessary synergy for national economic, managerial, and social progress.

To address the absence of information on national cultures in most African countries, which has a significant impact on doing business in these countries, it is necessary not only to promote study in this field, but also to make this information widely available.

One method to accomplish this is to profile the many cultures of African countries and make them available to those who require them. Given this context, the decision was made to conduct this research with the goal of profiling one African country: Ghana’s national culture.

Ghana has seen a gradual growth in foreign direct investment in recent years, and with the discovery of oil, the country has sparked widespread global interest.

Ghanaians have maintained interaction with people from other countries, particularly the British, since colonial times. Ghana has a large number of foreign enterprises that operate in a variety of industries, particularly mining and manufacturing.

Ghana has evolved over time to construct its own national culture, which influences doing business in the country. The requirement for knowledge of Ghanaian national and corporate culture is consequently critical for those organisations and those considering following suit. Bond (2005, p. 5).

1.1 Purpose of the thesis.

Cultural aspects, particularly managerial style, have a significant impact on enterprises and have emerged as a key concern in the worldwide business environment (Na-sierowski, W., and Mikula, B. 1998).

Understanding the influence of the United States, Western Europe, and Japan on organisational management has become a vital skill for global actors. Ghana, like every other country, has a distinct corporate culture that is heavily affected by national culture.

It is remarkable, however, that Ghanaian corporate culture has received little attention, as has that of many other African countries. As a result, the researcher believes that a study of Ghanaian business culture will be useful for academic research and will contribute to the discussion of how national cultures influence international commerce.

This way, the Ghanaian culture profile might be displayed and compared to others. Understanding one’s own culture and how culture influences the conduct of others is critical for successful worldwide business interactions (ITAP International, 2009).

Knowing Ghana’s cultural profile can, therefore, help Ghanaian company managers understand the similarities and differences amongst others. This will also be a valuable resource for any individual or organisation interested in Ghana’s business culture.

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