3.1 P5: Dimensions & Values
Hofstede: Dimensionalising cultures: the Hofstede model in context
Factor analysing revealed common problems with which IBM employees in all these
societies had to cope, but for which upbringing in their country presented its own profile of
solutions. These problems were:
1. Dependence on superiors
2. Need for rules & predictability (associated w/nervous stress)
3. Balance between individual goals & dependence on the company
4. Balance between ego values (like need for money & careers) and social values
(cooperation & good living environment) – former more frequently chosen by men,
latter by women, but there were also country differences
Hofstede’s 6 Dimensions
1. Power distance
, 2. Uncertainty Avoidance (level of stress in society related to unknown future)
3. Individualism vs. Collectivism
4. Masculinity vs. Femininity (emotional roles between men & women)
5. Long-term vs. short-term orientation (choice of focus for people’s efforts – the future/
the present & past
6. Indulgence vs. restraint (gratification vs. control of basic human desires)
- In correlating the dimensions w/other data, influence of national wealth (GNP) should
be taken into account – individualism & power distance are significantly correlated w/
wealth.
- Hofstede & Big 5:
55% of country differences on Neuroticism can be explained by a combination of
uncertainty avoidance & masculinity, 39% of country differences on extraversion by
individualism alone
Hofstede Dimensions in a Nutshell
1. Power Distance
- Less powerful members accept & expect that power is distributed unequally.
Society’s level of inequality is endorsed by the followers as much as the leaders.
2. Uncertainty Avoidance
- Not the same as risk avoidance; more about society’s intolerance for ambiguity. To
what extent a culture programs its members to feel uncomfortable/comfortable in
unstructured situations. Uncertainty avoiding cultures try to minimise possibilities of
unstructured situations by applying strict rules, disapproval of different opinions, etc.
- Uncertainty avoiding cultures more emotional, motivated by inner nervous energy.
Uncertainty accepting cultures more tolerant of different opinions, try to have fewer
rules, etc.
Hofstede: Dimensionalising cultures: the Hofstede model in context
Factor analysing revealed common problems with which IBM employees in all these
societies had to cope, but for which upbringing in their country presented its own profile of
solutions. These problems were:
1. Dependence on superiors
2. Need for rules & predictability (associated w/nervous stress)
3. Balance between individual goals & dependence on the company
4. Balance between ego values (like need for money & careers) and social values
(cooperation & good living environment) – former more frequently chosen by men,
latter by women, but there were also country differences
Hofstede’s 6 Dimensions
1. Power distance
, 2. Uncertainty Avoidance (level of stress in society related to unknown future)
3. Individualism vs. Collectivism
4. Masculinity vs. Femininity (emotional roles between men & women)
5. Long-term vs. short-term orientation (choice of focus for people’s efforts – the future/
the present & past
6. Indulgence vs. restraint (gratification vs. control of basic human desires)
- In correlating the dimensions w/other data, influence of national wealth (GNP) should
be taken into account – individualism & power distance are significantly correlated w/
wealth.
- Hofstede & Big 5:
55% of country differences on Neuroticism can be explained by a combination of
uncertainty avoidance & masculinity, 39% of country differences on extraversion by
individualism alone
Hofstede Dimensions in a Nutshell
1. Power Distance
- Less powerful members accept & expect that power is distributed unequally.
Society’s level of inequality is endorsed by the followers as much as the leaders.
2. Uncertainty Avoidance
- Not the same as risk avoidance; more about society’s intolerance for ambiguity. To
what extent a culture programs its members to feel uncomfortable/comfortable in
unstructured situations. Uncertainty avoiding cultures try to minimise possibilities of
unstructured situations by applying strict rules, disapproval of different opinions, etc.
- Uncertainty avoiding cultures more emotional, motivated by inner nervous energy.
Uncertainty accepting cultures more tolerant of different opinions, try to have fewer
rules, etc.
