Week 2: Understanding Cross-Cultural Differences

Hofstede’s Cultural Dimensions Theory

Hofstede’s Six Dimensions of National Culture is a framework for understanding how the
values in the workplace are influenced by culture. Each of the six dimensions represents a
range of societal behaviors and attitudes.

1. Power Distance Index (PDI)

 Definition: The extent to which less powerful members of a society accept and expect
that power is distributed unequally.
 High Power Distance: Hierarchical societies where people accept authority and
unequal power distribution.
o Example: Philippines, India, Mexico.
 Low Power Distance: More egalitarian societies where power is distributed more
equally, and people are more likely to question authority.
o Example: Denmark, Sweden, New Zealand.

2. Individualism vs. Collectivism (IDV)

 Definition: The degree to which people in a society are integrated into groups.
 Individualism: Societies where individual achievement and personal rights are
paramount, and people are expected to look after themselves and their immediate
family.
o Example: USA, UK, Australia.
 Collectivism: Societies where people are integrated into strong, cohesive groups
(often extended families) that protect them in exchange for loyalty.
o Example: Philippines, Japan, China.

3. Masculinity vs. Femininity (MAS)

 Definition: Refers to the distribution of emotional roles between the genders, with
masculine societies favoring competitiveness and achievement, while feminine
societies value care and quality of life.
 Masculine Culture: Societies that value ambition, competition, and material success.
There is a clear differentiation of roles between genders.
o Example: Japan, Germany, Mexico.
 Feminine Culture: Societies that place more value on quality of life, nurturing, and
helping others, with less emphasis on traditional gender roles.
o Example: Sweden, Norway, Netherlands.

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4. Uncertainty Avoidance Index (UAI)

 Definition: The degree to which members of a culture feel uncomfortable with

uncertainty and ambiguity.
 High Uncertainty Avoidance: Societies that implement strict rules and regulations to
avoid risk and minimize ambiguity.
o Example: Japan, Greece, Portugal.
 Low Uncertainty Avoidance: Societies that are more relaxed and open to taking
risks, change, and ambiguity.
o Example: USA, Singapore, India.

5. Long-Term vs. Short-Term Orientation (LTO)

 Definition: This dimension refers to how much a culture prioritizes long-term

commitment and respect for tradition versus short-term success and immediate
gratification.
 Long-Term Orientation: Cultures that focus on future rewards, perseverance, and
thrift. There’s a respect for tradition and sustained efforts over time.
o Example: China, South Korea, Japan.
 Short-Term Orientation: Cultures that value short-term success and quick results,
and place less emphasis on tradition.
o Example: USA, Philippines, Nigeria.

6. Indulgence vs. Restraint (IVR)

 Definition: This dimension measures the degree to which a society allows for the free
expression of basic human drives, such as having fun or enjoying life.
 Indulgence: Societies that allow relatively free gratification of human desires related
to enjoying life and having fun.
o Example: USA, Australia, Mexico.
 Restraint: Societies that control gratification of needs and regulate it through strict
social norms.
o Example: Russia, China, India.

Application of Hofstede’s Dimensions

These cultural dimensions can be applied to understanding workplace behaviors, international

business practices, and cross-cultural communication. For example:

 Power Distance affects management styles—leaders in high PDI countries may be

more autocratic, while in low PDI countries, leaders may encourage input from
subordinates.

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  Individualism vs. Collectivism influences how teams work together—individualist
cultures might focus on personal achievement, while collectivist cultures value
teamwork and group success.

Activity Suggestion for Students

 Case Study: Compare Hofstede's dimensions between two countries, such as the
Philippines and the USA. Have students identify how cultural differences influence
business practices, communication styles, or leadership approaches.

This structure helps students grasp the significance of Hofstede’s theory and its practical
applications in understanding cultural differences across nations. Would you like to include
any additional case studies or activities related to these dimensions?

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Trompenaars’ Seven Dimensions of Culture

Fons Trompenaars developed seven cultural dimensions based on his research of how people
from different cultures solve problems. These dimensions are often used to analyze and
manage cross-cultural relationships in a business setting.

1. Universalism vs. Particularism

 Universalism: Cultures that emphasize rules, laws, and universally agreed principles
over relationships. People in these cultures believe that rules should apply to everyone
equally.
o Example: USA, Germany, UK.
 Particularism: Cultures that prioritize relationships and individual circumstances
over rules. People in these cultures believe that how you act depends on the specific
situation and the people involved.
o Example: China, Russia, South Korea.

2. Individualism vs. Communitarianism

 Individualism: Similar to Hofstede’s definition, individualistic cultures emphasize

personal responsibility and individual rights. Success is often attributed to personal
efforts.
o Example: USA, UK, Canada.
 Communitarianism: These cultures prioritize group goals, collaboration, and
collective responsibility. Success is seen as a group achievement.
o Example: Japan, Philippines, Brazil.

3. Neutral vs. Emotional

 Neutral Cultures: People in these cultures tend to control their emotions and rarely
show them in public, especially in professional settings.
o Example: Japan, UK, Sweden.
 Emotional Cultures: People in these cultures openly express their emotions,
including in work environments, and emotional communication is accepted or even
expected.
o Example: Italy, Spain, Mexico.

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4. Specific vs. Diffuse

 Specific Cultures: People keep their personal and professional lives separate. Work
relationships do not extend into personal relationships, and people communicate in a
direct, task-focused way.
o Example: USA, UK, Netherlands.
 Diffuse Cultures: People’s personal and professional lives overlap significantly.
Relationships are built before doing business, and communication may be more
indirect or relationship-focused.
o Example: China, India, Venezuela.

5. Achievement vs. Ascription

 Achievement-Oriented Cultures: Status is based on what a person has accomplished

or achieved through skills, education, and performance. Individuals earn their
positions.
o Example: USA, Canada, Australia.
 Ascription-Oriented Cultures: Status is based on who a person is, such as their
family background, age, or social connections. Titles and inherited roles often carry
significant weight.
o Example: Saudi Arabia, Japan, France.

6. Sequential vs. Synchronous Time

 Sequential Time Cultures: People in these cultures see time as linear and prefer to
do one thing at a time. They value punctuality, planning, and deadlines.
o Example: USA, Germany, Japan.
 Synchronous Time Cultures: People see time as more flexible, with multiple
activities occurring simultaneously. They value adaptability and the ability to adjust
plans as needed.
o Example: Mexico, Argentina, Nigeria.

7. Internal vs. External Control

 Internal Control Cultures: People believe they control their own destiny and can
dominate nature and their environment to achieve goals. There is a strong belief in
self-determination.
o Example: USA, UK, Australia.
 External Control Cultures: People believe their environment, including external
forces like fate or luck, plays a significant role in determining outcomes. People in
these cultures focus on adapting to circumstances.

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 o Example: China, Russia, Middle Eastern cultures.

Application of Trompenaars’ Dimensions

Trompenaars' dimensions are particularly useful in understanding how cultural values affect
business interactions, negotiations, and workplace dynamics. For example:

 In Universalist cultures, a contract might be strictly adhered to, while in

Particularist cultures, the relationship might take precedence over the letter of the
contract.
 In Achievement cultures, promotions are based on merit and performance, whereas in
Ascription cultures, promotions may be based on seniority or social status.

Activity Suggestion for Students

Comparison Task:

 Have students compare Hofstede’s and Trompenaars' models by choosing one

dimension from each theory (e.g., Individualism vs. Communitarianism from
Trompenaars and Individualism vs. Collectivism from Hofstede). Ask them to
analyze how both models approach the concept of individuality and group dynamics.

Reflection Questions:

 Which of Trompenaars’ cultural dimensions do you think plays the biggest role in
business interactions in the Philippines? Why?
 How can understanding Trompenaars' framework help improve cross-cultural
communication in a global workplace?

Trompenaars’ framework complements Hofstede’s by focusing more on how culture impacts

business and professional interactions. This is particularly helpful for students who may be
entering international business fields.

Would you like more classroom activities or comparisons between the two frameworks?

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Key Concepts:

1. Individualism vs. Collectivism:

o Individualism: Cultures that value individual achievement and personal rights (e.g.,
USA, UK).
o Collectivism: Cultures that value group harmony and prioritize the needs of the
collective (e.g., Philippines, Japan).
2. Power Distance:
o The extent to which less powerful members of a society accept that power is
distributed unequally. High power distance cultures (e.g., Philippines) are more
hierarchical, while low power distance cultures (e.g., Denmark) prefer equality in
relationships.
3. Uncertainty Avoidance:
o The degree to which a culture tolerates ambiguity and uncertainty. Cultures with
high uncertainty avoidance (e.g., Japan) prefer clear rules and structure, while those
with low uncertainty avoidance (e.g., USA) are more comfortable with ambiguity.
4. Masculinity vs. Femininity:
o Masculine cultures (e.g., Japan) emphasize competitiveness, achievement, and
material success, while feminine cultures (e.g., Sweden) value quality of life,
nurturing, and care for others.

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