Sinem Kkylmaz
Gamze Saba
Berlin School of Economics and Law
Intercultural Communication
Cynthia Tilden-Machleidt
Who is Fons Trompenaars ?
What are the dimensions ?
Dimensions with examples
Dimensions in Turkey
Fons Trompenaars is a Dutch author and consultant in the
field of cross-cultural communication.
Trompenaars experienced cultural differences firsthand at
home, where he grew up speaking both French and Dutch.
Later at work with Shell in nine countries.
is ranked in the Thinkers50 of the most influential
management thinkers alive
Universalism
vs.
Particularism
Individualism
vs.
Communitarian
ism
Specific
Neutral
Past
Internal
vs.
Achievement
vs.
vs.
vs.
vs.
Diffuse
Affective
Ascription
Future
External
You are riding in a car driven by a close friend. He
hits a pedestrian. You know he was going at least
35 mph where the maximum allowed speed is 20
mph. There are no witnesses. His lawyer says that
if you testify under oath that he was only driving
20 mph it may save him from serious
consequences.
Fons Trompenaars
UNIVERSALISM
Seek fairness by treating all
like cases the same way
Focus more on rules than
relationships
Business loyalty is based on
general rules, standards
Detail written legal contracts
are very important
Signed contracts are
irrevocable stipulations of
commitments
PARTICULARISM
Seek fairness by treating all
cases on their special merits
Focus more on relationships
than on rules
Business loyalty is based on
personal relationship
Written contracts are less
important; mutual trust in
more important
Signed contracts are not
always kept, particularly if the
conditions of the
environment change
100%
South Korea
90%
Venezuela
80%
Russia
70%
China
60%
50%
40%
30%
Mexico
Japan
France
Denmark
UK
20%
Germany
10%
USA
0%
Canada
What is your observation about Coca Cola
commercial from Turkey ?
INDIVIDUALISM
More frequent use of I
Decisions made on the spot by
representatives
Quicker decision-making
Assume personal responsibility
The individual is compensated
for high performance
Job turnover and mobility high
Vacations in pairs
COMMUNITARISM
More frequent use of We
Decisions referred back to
organisation
Slow decision-making process
Assume joint responsibility
The group is compensated for
high performance
Job turnover and mobility low
Vacations in gruops of extend
family
NEUTRAL
Do not reveal what they are
thinking or feeling
Cool and wellcontrolled
conduct is admired
Statements are monotonic and
lack an emotional ton
The entire negotiation is
typically focused on the object
Behaviour during negotiations
tends to be detached and cool
AFFECTIVE
Reveal thoughts and feelings
verbally and in face
Heated, vital and animated
expressions are admired
Statements are emotional and
dramatic
Negotiation is typically focused
on the persons involved
Behaviour is warm, expressive
Diffuse (China)
Specific (USA)
If an European manager gets invited by his Chinese partner at
home ?
SPECIFIC
DIFFUSE
Private and business
Private and business issues
agendas are kept separate
interpenetrate
Low communication context High communication context
Structure meetings with
Let the meeting flow
time slots
Study the history
Study the objectives
Indirect, circuitous
Direct to the point
Respect a persons title, age,
Do not use titles
background, connections
ACHIEVEMENT
Respect for superior in
hierarchy depends on his /
hers knowledge and skills
Titles are used to reflect the
competence of a person
Decisions are challenged by
anybody on technical and
functional grounds
In negotiations technical
advisers and knowledgeable
people are used for
convincing
ASCRIPTION
Respect for superior in
hierarchy depends upon the
employees commitment to
the organisation
Titles are used to reflect the
influence of a person or his /
her organisation
Decisions are only challenged
by people with higher
authority
In negotiations older and
hierarchically senior people
are used for convincing
INTERNALISTIC
Often dominating attitude
and tendency to
aggressiveness
Playing tough is legitimate
Focus is on self, own group
and own organisation
Discomfort when
environment seems out of
control or changeable
It is most important to win
the objective
EXTERNALISTIC
Often flexible attitude, willing
to compromise and keep the
peace.
Softness, persistence,
politeness
Focus is on other, that is
customer, partner, colleague
Comfort with waves, shifts
and cycles
It is most important to
maintain the relationship
Present
Past
China, Britain, Japan and
most spanish-speaking Latin
American countries
talk about history,
origin of family
Traditional values
respect shown for
ancestors, older
people
Conservative
management
the rest of the spanish-speaking
Latin American countries and
many African countries.
the past as passed
and the future as
uncertain
Here and now
short-term benefits
immediate results.
Let the things flow
Future
The United States and,
increasingly, Brazil,
Germany
optimism about future
planning and
strategizing done
enthusiastically
more abstract, more
imaginative, more
creative
the fresh to the old
SEQUENTIAL
time as a series of passing
events.
the completion of each
stage.
hate to be thrown off their
schedule or agenda
rude to be few minutes
late
SYNCHRONIC
ideas about the future and
memories of the past
shape present action.
interchangeable steppingstones
showing how they value
people by giving them time
less insistent upon
punctuality
Universalism
vs.
Particularism
Individualism
vs.
Communitarian
ism
Specific
Neutral
Past
Internal
vs.
Achievement
vs.
vs.
vs.
vs.
Diffuse
Affective
Ascription
Future
External
Trompenaars, F. and Hampden-Turner, C. (2005) Riding the waves
of culture: Understanding cultural diversity in business (Nicholas
Brealey, UK)
Trompenaars, F.and Woolliams, P. (2003) Business across cultures
(Capstone, UK)
Woolliams, Peter; Trompenaars, Fons. "Business weltweit: der Weg
zum interkulturellen Management
Gutterman S. Trompenaars and Hampden- Turners Seven
Dimensions of Culture
Dr. Boeree ,G. Culture Personalities, 2007
Analyzing Cultural differences [Online]. Available:
http://www.europeansmeetchinese.com/#post55 Accessed 20
May 2012]
Questions ?
