Page 269 - Cultures and Organizations

242 DIMENSIONS OF NATIONAL CULTURES

their love. First-generation Chinese-Vietnamese immigrant mothers men-
tioned contributing to their children’s education and fi nancial situation;

these mothers did not mention any benefits to themselves. The fi rst group

went for short-term benefits, the second for long-term benefi ts. 13
In summary, family life in the high-LTO culture is a pragmatic
arrangement but is supposed to be based on real affection and with atten-
tion paid to small children. The children learn thrift, not to expect imme-

diate gratification of their desires, tenacity in the pursuit of their goals, and
humility. Self-assertion is not encouraged. 14
Children growing up in a low-LTO culture experience two sets of
norms. One is toward respecting “musts”: traditions, face-saving, being
seen as a stable individual, respecting the social codes of marriage even if
love has gone, and reciprocation of greetings, favors, and gifts as a social

ritual. The other is toward immediate need gratification, spending, and
sensitivity to social trends in consumption (“keeping up with the Joneses”).
There is a potential tension between these two sets of norms that leads to
a wide variety of individual behaviors.
Table 7.2 summarizes the differences between societies with a short-
versus long-term orientation based on CVS data discussed so far.

Implications of LTO-CVS Differences for Business

U. T. Qing went to Singapore in 1921 when he was twenty and started ped-
dling embroidered textiles, mainly to expatriate clients. In 1932 he opened
his own shop. After World War II a son and a nephew joined him in the
business, which kept expanding and grew into a major upscale department
store.

The structure at the store was familial and the culture, simple. The founder
was autocratic and respected by his obedient and docile followers. The
Qings led in decision-making and supervision while workers comple-
mented with their obedience, and harmony prevailed. All shared values of
thrift, a habitual respect for hierarchy, perseverance, and focused on one
objective of profi t maximization. The old-timers said they “didn’t think
very much” which meant that their thoughts were not distracted by ambi-
tions. They merely did their jobs to the utmost of their ability in the hope
that their performance was accepted. 15