A comparison of German and Scottish business culture

Academic Paper , 2022 , 8 Pages , Grade: 1,3

Business economics - Miscellaneous

Since international cooperation is often a great challenge for the companies involved due to different cultures, it is important to take these particularities into account in advance. For this reason, the following academic paper compares the German and Scottish business cultures and analyses whether business cooperation between these two cultures is promising. In particular, differences and similarities in work practices and business communication will be worked out.

Table of content

Introduction

1. Cultural differentiation between Scotland and England

2. Work practices
2.1 Working in teams
2.2 Decision-making

3. Business communication
3.1 Communication in meetings
3.2 Non-verbal conversational behavior

Conclusion

References

Introduction

The exit of Great Britain from the European Union had serious consequences for the economic cooperation of British and German companies. This fact is mainly based on the now changed framework conditions such as laws, customs duties, and much more. A country that voted to remain in the 2016 referendum on the United Kingdom's withdrawal from the European Union was Scotland.¹ Since then, the debate about Scotland's independence from England and the United Kingdom has been reignited.

Already Scotland is causing an international stir and covetousness, especially with the Silicon Glen. Large international companies such as Amazon, Microsoft, IBM, Oracle Corporation and Adobe Systems are already represented there, generating interest in international cooperation. Furthermore, Scotland is characterized by a booming energy, life sciences, and creative scene.² In the long term, it can also be assumed that a return of Scotland to the European Union would also trigger a strengthening of the European-Scottish economic partnership. One beneficiary of this would be Germany.

Since international cooperation is often a great challenge for the companies involved due to different cultures, it is important to take these particularities into account in advance.

For this reason, the following academic paper compares the German and Scottish business cultures and analyses whether business cooperation between these two cultures is promising. In particular differences and similarities in work practices and business communication will be worked out.

1. Cultural differentiation between Scotland and England

It should be noted at the outset that although Scotland is politically and geographically part of the United Kingdom, a distinction needs to be made. While in everyday language England is often equated with Great Britain and, for example, the "English Prime Minister" is spoken of, this fuels the concern that Scotland is not perceived as an independent country.³ Due to a common history and geographical conditions, there are also some similarities between Scottish and English culture, but the many independent expressions of cultural identity such as language, literature, music, sport and traditions prove the cultural independence of Scotland from England and Great Britain. For example, in addition to the English/British language, Lowland Scots and Scots Gaelic are also spoken in Scotland.⁴ Politically, too, Scotland has had its national parliament since 1999, which assumes political and administrative functions and repeatedly discusses secession from Great Britain.

These aspects suggest that Scotland has its own cultural identity, which will be described in more detail later on.

2. Work practices

2.1 Working in teams

Working in teams is given high importance in some emerging work structures such as Agile Working or SCRUM. However, the ability and willingness to work in teams vary from culture to culture. Germany is open to working in teams, although the urge for individuality prevails according to an empirical study.⁵ According to this study, values such as personal fulfillment, individual freedom and personal achievements are particularly important in individualistic societies.

Compared to Germany, Scotland is seen as clearly more individualistic according to an empirical study by the American psychologist Victor Savicki.⁶ Self-responsibility and autonomy are assigned a more important role here than a sense of community. This observation suggests that working in teams is less common in Scotland and consequently not as highly regarded. Savicki attributes this to the severe geographical conditions Scottish society has been confronted with since the settlement of the island. The rough seas as well as the hilly, stony and partly non-fertile landscape made it difficult to obtain food and thus led to a stronger desire for survival in which one's own needs were put first.

2.2 Decision-making

The making of decisions mostly points to a sense of hierarchy. While Germany often has the preconception of a hierarchy-strong state, empirical studies come to the opposite conclusion. According to this, Germany can rather be described as low in hierarchy and with a low desire for status objects.⁷ In comparison, Scottish society, according to an empirical study, has an even lower hierarchical orientation.⁸ Instead of this, a higher value is placed on collaborative working. Supervisors have a relaxed and sometimes friendly relationship with their employees and involve them in the decision-making process.⁹ Thus, the way hierarchy and decision-making behavior are dealt with in Germany and Scotland represents a remarkable difference.

Another difference can be seen when looking at the handling of long-term decisions. While Germany, despite a certain awareness of tradition, is known for innovation, especially with its strong small- and medium-sized companies and many hidden champions,¹⁰ in the case of Scotland these patterns of behavior can be argued. For example, the Scottish commitment to independence can be seen as both short- to medium-term thinking.¹¹ On the other hand, the decision on independence is determinant for the future development of the country and thus can also be seen as long-term. Thus, although long-term thinking cannot be written off from Scottish culture, the decision-making period is more likely to be medium-term and not as future-oriented as in Germany.

3. Business communication

3.1 Communication in meetings

One of the best-known characteristics of the British is their sense of humor. This is often ridiculed, although it has a high cultural value in Great Britain.

This fact can be applied to Scotland. Scotland has a relaxed manner in conversations and in the general way of working.¹² This includes not only jokes and a relaxed conversational atmosphere, in line with British humor but also the setting of only a small number of binding rules.

In contrast, communication in Germany is more formal and distanced. This fact alone is evidenced by the presence of the polite form "Sie" in the German language. This special grammatical form does not exist in English. Furthermore, rules such as punctuality and structured work play a significant role.¹³ Although punctuality is also of high importance in Scotland and the mentioning of first names is only done after a previous request,¹⁴ the orientations of communication are different. German communication is more result-oriented and focused on delivering quick results. Different from this, Scottish communication is seen as process-oriented, weighing up the pros and cons.¹⁵ According to the famous guiding principle coined by Paul Watzlawick, "You cannot not communicate"¹⁶, the setting of such rules can also be described as part of the aspect of business communication. The extent to which the other person is respected can be determined by whether the rules are adhered to or disregarded. It can therefore be assumed that this has an immense influence on the further course of the business meeting or the general cooperation.

3.2 Non-verbal conversational behavior

However, fundamental similarities between Scots and Germans can be observed in non-verbal conversational behavior. Both nations tend to be non-contacting and respect personal space.¹⁷ For example, it is not common to hug or to sit or stand close to other people at business meetings to greet or say goodbye. In addition, the openness and sense of fun in Scotland described in the previous section should under no circumstances be taken to mean that punches or jabs can be thrown for fun, as can be observed in other cultures. In both cultures, conversations are always held at arm's length to respect the other person's personal space.

However, there are differences, when it comes to shaking hands. While Germans tend to shake the other person's hand vigorously, Scots do so lightly.

However, this rather contact-shy manner does not mean that the people are unfriendly. For example, the Scots are described as friendlier than the English. By following these rules and behavior patterns, trust can be built up in the long term. However, this is an ongoing process. Short-term affection, for example, can be taken by the Scots to mean that it can be withdrawn just as quickly. On the other, hand long-term affection in the form of friendship is likely to be sustained for the rest of the Scots' lives due to their high level of loyalty.

Another common feature of these cultures is that the volume of conversation can be classified as moderate. Speaking loudly draws attention in a room to the speaker and his or her interlocutors. This attention is often perceived as unpleasant. Something similar can be observed when interrupting conversations. It is seen as unfriendly not to let other people speak or to interrupt them repeatedly. Both cultures show a desire to avoid uncertainty. Whereas in the German culture this is expressed in the form of setting up the rules already described,¹⁸ it is expressed in pronounced politeness on the part of the Scots.¹⁹

Not maintaining eye contact when speaking or listening is also noticed as unfriendly in both cultures. Maintaining eye contact means showing interest and attention. However, this should not end in a kind of staring, which could make the other person uncomfortable.

In both cultures, it is also common to make few hand movements during a conversation. Although the hands are not, for example, fixed rigidly to the body, actively waving the hands around can be recognized as if the person speaking is trying to distract from something. This can create mistrust.

[...]

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¹ Cf. Heuer, C. (2022)

² Cf. App, J., and J.A. Scheurer (2017), p. 213

³ Cf. Eickhoff, M. (2022), p.146

⁴ Cf. Espich, Christiane (o.J.), p. 6

⁵ Cf. Hofstede, G. and Hofstede, G. J. (2006), p. 101

⁶ For this and the following: Savicki, V. (2000)

⁷ Cf. Hofstede, G. and Hofstede, G. J. (2006), p. 55

⁸ For this and the following: Savicki, V. (2000)

⁹ For this and the following: App, J., and J.A. Scheurer (2017)

¹⁰ Cf. App, J., and J.A. Scheurer (2017), p. 223

¹¹ Cf. Onkvisit, S. and Shaw, J. (2009), p. 193

¹² For this and the following: App, J., and J.A. Scheurer (2017)

¹³ Cf. App, J., and J.A. Scheurer (2017), p. 222

¹⁴ For this and the following: Hamlett, C. (2017)

¹⁵ Cf. Espich, Christiane (o.J.)

¹⁶ Watzlawick, P. (2011)

¹⁷ For this and the following: Hamlett, C. (2017)

¹⁸ Cf. App, J., and J.A. Scheurer (2017), p. 222

¹⁹ Cf. Hamlett, C. (2017)

• College: Bochum University of Applied Sciences
• Grade: 1,3
• Author: Marcel Mosner (Author)
• Publication Year: 2022
• Pages: 8
• Catalog Number: V1303217
• ISBN (PDF): 9783346806192
• Language: English
• Tags: Culture, Scotland, Germany, Business Culture