Brazil, R&D and the role of clusters

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3. Doing business in Brazil - cultural preparedness Brazil is a mixture of races and as a consequence, a mix of cultures. It has a unique cultural heritage compared to other cultures. Prof. Geert Hofstede conducted perhaps the most comprehensive study of how values in the workplace are influenced by culture and five dimensions can be used to analyze Brazil X Norway. Below, the scores for each country in each dimension: PDI IDV MAS LTO UAI BRAZIL 69 38 49 65 76 NORWAY 31 69 8 20 50 The scores indicate substantial differences between Norway and Brazil as can be seen in the graph below. Power Distance Index (PDI): focuses on the degree of equality, or inequality, between people in the country's society. A High Power Distance ranking indicates that inequalities of power and wealth have been allowed to grow within the society. A Low Power Distance ranking indicates the society de- Page 13 of 40
emphasizes the differences between citizen's power and wealth. In these societies equality and opportunity for everyone is stressed. Individualism (IDV): focuses on the degree the society reinforces individual or collective achievement and interpersonal relationships. A High Individualism ranking indicates that individuality and individual rights are paramount within the society. A Low Individualism ranking typifies societies of a more collectivist nature with close ties between individuals. These cultures reinforce extended families and collectives where everyone takes responsibility for fellow members of their group. Masculinity (MAS): focuses on the degree the society reinforces, or does not reinforce, the traditional masculine work role model of male achievement, control, and power. A High Masculinity ranking indicates the country experiences a high degree of gender differentiation. In these cultures, males dominate a significant portion of the society and power structure, with females being controlled by male domination. Uncertainty Avoidance Index (UAI): focuses on the level of tolerance for uncertainty and ambiguity within the society - i.e. unstructured situations. A High Uncertainty Avoidance ranking indicates the country has a low tolerance for uncertainty and ambiguity. This creates a rule-oriented society that institutes laws, rules, regulations, and controls in order to reduce the amount of uncertainty. Long-Term Orientation (LTO): focuses on the degree the society embraces, or does not embrace longterm devotion to traditional, forward thinking values. High Long-Term Orientation ranking indicates the country prescribes to the values of long-term commitments and respect for tradition. This is thought to support a strong work ethic where long-term rewards are expected as a result of today's hard work. However, business may take longer to develop in this society, particularly for an "outsider". A Low Long- Term Orientation ranking indicates the country does not reinforce the concept of long-term, traditional orientation. In this culture, change can occur more rapidly as long-term traditions and commitments do not become impediments to change. Brazil is similar to many Latin American countries when analyzing Hofstede's Dimensions. The country's highest Hosted Dimension is Uncertainty Avoidance (UAI) with 76, indicating the society’s low level of tolerance for uncertainty. In an effort to minimize or reduce this level of uncertainty, strict rules, laws, policies, and regulations are adopted and implemented. The ultimate goal of this population is to control everything in order to eliminate or avoid the unexpected. As a result of this high Uncertainty Avoidance characteristic, the society is very risk adverse. Brazil has a slightly higher Individualism (IDV) rank of 38 compared to the average Latin population score of 21. However, virtually all the Latin countries are considered to be collectivist societies as compared to individualist cultures. This is manifest in a close long-term commitment to the member 'group', be that a family, extended family, or extended relationships. Loyalty in a collectivist culture is paramount, and over-rides most other societal rules. Page 14 of 40
Page 1 and 2: NCE. Brazil, R&D and the role of cl
Page 3 and 4: 1. Introduction to the Federative R
Page 5 and 6: the late 80’s and early 90’s. C
Page 7 and 8: There are specific manifestations o
Page 9 and 10: - More than 50% report bribery atte
Page 11 and 12: 2. Bilateral business and relations
Page 13: Bilateral agreements Trade developm
Page 17 and 18: Most of the Brazilian executives di
Page 19 and 20: 4. Research and innovation in Brazi
Page 21 and 22: conditions necessary for creating a
Page 23 and 24: 5. Innovation and business developm
Page 25 and 26: The Action Plan is based on the fun
Page 27 and 28: The strategic areas selected as lin
Page 29 and 30: 6. Clusters in Brazil Government fo
Page 31 and 32: The technology development system f
Page 33 and 34: Veículos elétricos: Insumos para
Page 35 and 36: Anprotec Anprotec has made an analy
Page 37 and 38: -Even being able to identify priori
Page 39 and 40: Cluster overview Prof. Ketels of th
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