In reference to the GLOBE cultural dimensions, what does the performance orientation dimension measure? Which countries score high and low in performance orientation?

We can provide answers to such questions as the performance orientation dimension measures the importance of performance improvement and excellence in society, and refers to whether or not people are encouraged to strive for continued improvement. Singapore, Hong Kong, and the United States score high on this dimension; typically, this means that people tend to take initiative and have a sense of urgency, and have the confidence to get things done. Countries like Russia and Italy have low scores on this dimension; they hold other priorities ahead of performance, such as tradition, loyalty, family, and background; and they associate competition with defeat.

In discussion on the impact of the Internet on various cultures, we ask a question that how do cultural differences complicate international management in regard to the use of technology? In this discussion specific examples can be provided. The Internet has affected many social variables, such as associations, education, and the economy. At the same time that the Internet is affecting culture, culture is also affecting how the Internet is used. One of the pervasive ways that culture is determining how the Internet may be used in various countries is through the local attitude to information privacy. Generally, in Europe, each person must be informed and given the chance to object, if the information about that person is going to be used for direct marketing purposes or released to another party. That data cannot be used for secondary purposes, if the consumer objects. In the United States, personal data is collected and sold without government oversight. Differing cultures means that international managers will often need to "localize" their use of IT to different value sets about its use. This advice applies in particular to the many e-commerce companies doing business overseas. With 75 percent of the world's Internet market living outside the United States, multinational e-businesses are learning the hard way that their Web sites must reflect local markets, customs, languages, and currencies to be successful in foreign markets. Different legal systems, financial structures, tastes, and experiences necessitate attention to every detail to achieve global appeal. In other words, e-businesses must localize to globalize, which means much more than translating online content into local languages.

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