Mohammad El-Zein

BAI2312-010
Deliverable # 8
1. What is meant by the 'tough-tender dimension' and why is it relevant to international
business?
The tough-tender dimension means how masculine a culture is and how success is measured (Ferraro,
2006). It is made of the tough societies and the tender societies. In tough societies such as Mexico,
achievements and competition are highly valued, whereas in tender societies such as the Netherlands
collaboration and socializing are the centre of attention (Ferraro, 2006). Because the tough-tender
dimension is associated with how people conceive success , it is relevant to international business.
Tough societies place a high value on accomplishments and reward hard work (Ferraro, 2006). In such
societies, task completion is the main goal, and individuals are evaluated based on their achievements
(Ferraro, 2006). The believe is masculinity is a key characteristic that distinguishes a tough society
from a tender society (Ferraro, 2006). Males in tough cultures dominate the workforce and acquire
high positions, and a small percentage of women contribute to the workforce (Ferraro, 2006). Tough
societies are highly competitive cultures where people spend a great deal of time on completing their
tasks and individuals are rewarded and recognized depending on their performances (Ferraro, 2006).
Family life and work life are greatly separated where family issues are ignored in the workplace, and
job-related stress is very common among men (Ferraro, 2006). Therefore, people in tough societies
live to work and prepare themselves for the future (Ferraro, 2006).
Tender societies place a high value on collaboration and maintaining social relationships (Ferraro,
2006). Women contribute more to the workforce than in tough societies and acquire high positions in
the government and companies (Ferraro, 2006). Achievements of individuals are not rewarded since
the main focus in on the whole team or group which is more valued (Ferraro, 2006). People tend to
place a high value on the quality of life and prefer not work as much as in tough societies since
maintaining a luxury lifestyle is a top priority (Ferraro, 2006). Men tend not to show masculinity as
their main focus is on collaborating and assisting others (Ferraro, 2006). Caring for family members
and close relatives is highly valued and respected (Ferraro, 2006). Family and work life are not as
separated as in tough cultures and job-related stress among men is low (Ferraro, 2006). Therefore,
people in tender cultures tend to live the moment and don not place a high importance towards
preparing themselves for the future (Ferraro, 2006).
Developing an understanding of the tough-tender dimension is relevant to international business.
Companies should develop an understanding of the tough and tender cultures in order to be
successful and achieve their goals. For example, when dealing with tender societies, companies should
expect to see more equality among men and women, and should understand that people place a
higher value on working conditions than money (Ferraro, 2006). Companies should also adjust their
marketing decisions so they don't affect the natural environment negatively since people care about
the environment (Ferraro, 2006). Companies should also expect to see women in high positions such
as in the government or in big companies (Ferraro, 2006).

In conclusion, tough and tender societies conceive success in a different manner. Companies
conducting international business should become familiar with the characteristics of such cultures in
order to achieve objectives and avoid any cross-cultural issues.
Reference
Ferraro, G. P. (2006). The Cultural Dimension of International Business. (5th ed.). Upper Saddle River,
New Jersey, United States Of America: Nancy Roberts.