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and professional development, whereas a university graduate is considered as a full-fledged
market participant capable of taking proper decisions.
The enterprise fosters employee sociability and sustainable relationships between them;
according to Swedish researchers, this guarantees a strong inner motivation of employees. The
heads as well as employees respect each other's personal life; moreover, they understand that
the employee self-realization depends on his work activities. Furthermore, the representatives
of this culture are not haughty for their achievements and merits and all employees feel equal.
A comparative analysis of global international business management models
The aim of comparing international business management models of different cultures - to
analyse distinctive features of business management models of different cultures and discern
those aspects that could be applied in Lithuania while establishing business management model
that corresponds to business conditions in Lithuania.
Each culture is unique for its distinctive features that can not be traced in other cultures and
which in time span are shaped according to the attitude, perceptiveness, values, traditions and
customs of the country's residents. It is apparent that countries of the same region usually
have common interests, therefore business ethics is not an exception; however, the more
distant regions are located the greater cultural diversity exists between them. Such countries
as Japan, the USA and Sweden are particularly different; therefore we could adapt everything
that would help successfully develop our business within the country and outside its
boundaries. In order to assess the countries business management models we have chosen the
five dimensions system created by Geert Hofstede that allows us to assess the culturalsociological
global business model aspect in detail. The concept of cultural dimensions is based
on the mind blowing programming idea of an individual; whereas, as stated by G. Hofstede
(2001), culture is the collective mind blowing programming idea, which can separate the
members of one culture from the members of another culture. Hofstede criteria help perceive,
understand and compare different cultures and the ethics of business organizations, because
these aspects directly depend on each other and are intertwined. Hofstede proposes such inter
cultural difference dimensions as power distance, indeterminacy (uncertainty) avoidance, malefemale
and short-term and long-term dimensions.
Power distance (PD) is related to inequality, which is prevailing and which is justified and
accepted between the individuals who have the power and those who do not have it.
Countries with a high level of distance indicator have a high level of inequality, there is a great
gap between the employees of the highest and lowest positions, and moreover, the enterprise
management policy and structure are quite strict. Workload is delegated from the top of the
management pyramid to its bottom. However, in those countries in which this indicator is low,
there is equality, each individual is respected regardless of his position; there are no fixed
hierarchical governance. The wage gap is not high between different categories of employees.
Indeterminacy (uncertainty) avoidance (IA) shows that employees or the members of society
avoid occurring in uncertain and unfamiliar situations or unacceptable conditions. In the
countries, in which uncertainty avoidance is strongly expressed, conservatism is prevailing.
New laws emerge, which define human rights and duties. In the countries with a low indicator
of uncertainty avoidance people are ready to face changes, are tolerant and free to express
their opinion, there are less legal acts and laws.
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