, DPR2604
ASSIGNMENT 3
(PORTFOLIO) 2026
DUE 22 OCTOBER 2026
QUESTION 1
1.1 Individualism versus Collectivism and Their Influence on Teamwork
Individualism refers to a value system in which individuals are loosely attached to various groups,
prioritising personal goals, autonomy, and self-definition through personal attributes rather than
group membership (Argyle, 2013). In individualist cultures, people define themselves through
characteristics such as "I am an extravert" rather than through group affiliations. Collectivism, by
contrast, describes cultures in which individuals subordinate their personal goals to those of a
stable in-group such as family or tribe, with high levels of cohesion, conformity, and concern for
group harmony (Argyle, 2013).
The influence of these orientations on workplace teamwork is significant. In collectivist cultures,
employees demonstrate strong cooperative behaviours and focus on harmonious relations within
the group, which supports team cohesion in homogeneous teams (Academy of Management, 2017).
However, in diverse teams, individualism may actually generate greater cohesion because it allows
members to express their distinct identities without the pressure to conform to a single collective
norm (Academy of Management, 2017). Research indicates that individualists report higher group
potency and attain higher performance levels than collectivists in certain task settings, particularly
where functional heterogeneity is valued (Sosik & Jung, 2002). Conversely, collectivists show
stronger outcome expectations in early team stages, suggesting that cultural orientation shapes
how teams develop and perform over time (Sosik & Jung, 2002).
1.2 Masculinity versus Femininity and Business Practices
The masculinity versus femininity dimension, developed by Hofstede, describes the extent to which
a society prioritises achievement, heroism, assertiveness, and material reward for success
(masculine pole) versus cooperation, modesty, caring for the weak, and quality of life (feminine
pole) (Hofstede, cited in Brill, 2020). A higher score indicates a greater tendency towards
masculinity, while a lower score indicates a stronger tendency towards femininity.
This dimension can shape business practices in several ways. Research on hotel executives found
that leaders from masculine cultures tended to use less involvement of others and less rationality
in strategy development compared to their counterparts from feminine cultures (Ayoun, Palakurthi
& Moreo, 2010). In terms of corporate sustainability, the dimension appears useful in explaining
the integration of sustainability practices, though not necessarily their implementation
ASSIGNMENT 3
(PORTFOLIO) 2026
DUE 22 OCTOBER 2026
QUESTION 1
1.1 Individualism versus Collectivism and Their Influence on Teamwork
Individualism refers to a value system in which individuals are loosely attached to various groups,
prioritising personal goals, autonomy, and self-definition through personal attributes rather than
group membership (Argyle, 2013). In individualist cultures, people define themselves through
characteristics such as "I am an extravert" rather than through group affiliations. Collectivism, by
contrast, describes cultures in which individuals subordinate their personal goals to those of a
stable in-group such as family or tribe, with high levels of cohesion, conformity, and concern for
group harmony (Argyle, 2013).
The influence of these orientations on workplace teamwork is significant. In collectivist cultures,
employees demonstrate strong cooperative behaviours and focus on harmonious relations within
the group, which supports team cohesion in homogeneous teams (Academy of Management, 2017).
However, in diverse teams, individualism may actually generate greater cohesion because it allows
members to express their distinct identities without the pressure to conform to a single collective
norm (Academy of Management, 2017). Research indicates that individualists report higher group
potency and attain higher performance levels than collectivists in certain task settings, particularly
where functional heterogeneity is valued (Sosik & Jung, 2002). Conversely, collectivists show
stronger outcome expectations in early team stages, suggesting that cultural orientation shapes
how teams develop and perform over time (Sosik & Jung, 2002).
1.2 Masculinity versus Femininity and Business Practices
The masculinity versus femininity dimension, developed by Hofstede, describes the extent to which
a society prioritises achievement, heroism, assertiveness, and material reward for success
(masculine pole) versus cooperation, modesty, caring for the weak, and quality of life (feminine
pole) (Hofstede, cited in Brill, 2020). A higher score indicates a greater tendency towards
masculinity, while a lower score indicates a stronger tendency towards femininity.
This dimension can shape business practices in several ways. Research on hotel executives found
that leaders from masculine cultures tended to use less involvement of others and less rationality
in strategy development compared to their counterparts from feminine cultures (Ayoun, Palakurthi
& Moreo, 2010). In terms of corporate sustainability, the dimension appears useful in explaining
the integration of sustainability practices, though not necessarily their implementation
