Hofstedes Cultural Dimensions

Individualism-collectivism
Masculinity-femininity
Power distance
Uncertainty avoidance

Geert Hofstede: Culture &

the Workplace
Hofstede, G., 1980. Cultures Consequences:
International Differences in Work-related
Values, Sage
Hofstede, G., 1984. Cultures
Consequences: International Differences in
Work-related Values, abridged edn, Sage,
Beverly Hills
Hofstede, G., 1991. Cultures and
Organizations: Software of the Mind,

Hofstedes Model
power distance the distance between
individuals at different levels of a
hierarchy in an organization.
uncertainty avoidance more or less need
to avoid uncertainties about the future
individualism vs collectivism the
relations between the individual and his /
her fellows
masculinity vs femininity the division of
roles and values in society.

Hofstedes Cultural Dimensions

(contd)
Work-related value dimensions
Most influential effort to group by cultural
values
Surveyed over 116,000 employees in
more than 70 countries
Created maps of pairs of dimensions

Hofstedes Model
Strengths
most practical to management
problems
comparisons between national
cultures possible
highly relevant

Individualism-Collectivism
Self-perception as individual or part of a
group
Most widely studied
Most complex
Dimensions different across cultures
i.e., Asian vs Latin American collectivism

Individualism-Collectivism
(contd)
Individualism

Collectivism

High value on
autonomy

High value on group

Family, clan,
organization

Individual
achievement

Loyalty

Privacy

Devotion
Conformity

Masculinity-Femininity
Describes Importance of
Achievement versus
Relationships
Success

Equality of genders

Assertive acquisition
of money/power

Caring for
disadvantaged

achievement

harmony

Power Distance
Acceptance of differences in
power
High-Power Distance
Low-Power Distance
Accept position
Follow authority
Concentrated &
centralized authority
Hierarchical

Avoid concentration of
authority
Decentralized
Fewer layers of
management

Uncertainty Avoidance
Reaction to ambiguous events
Low Uncertainty
Avoidance
Embrace
unpredictable
Less adherence to
rules, procedures, or
hierarchies
Risk taking desirable

High Uncertainty
Avoidance
Threatened by
ambiguity
Need stable &
predictable workplace
Reliance on rules

Cultural Maps
Individualism-Collectivism & Power
Distance
Uncertainty Avoidance & MasculinityFemininity
Uncertainty Avoidance & Power Distance

Individualism-Collectivism &
Power Distance
Large power distance and collectivism
Asia and Latin America

Small power distance and individualism

Northern Europe and Anglo countries

Uncertainty Avoidance &

Masculinity-Femininity
Achievement oriented-weak uncertainty
avoidance & masculine values
Security Motivation-high uncertainty avoidance &
masculinity
Social Motivation-feminine values & high
uncertainty avoidance

Uncertainty Avoidance & Power

Distance
Family-large power distance & weak uncertainty
avoidance
Pyramid of People-large power distance &
strong uncertainty avoidance
Well-Oiled Machine-small power distance &
strong uncertainty avoidance
Village Market-small power distance & low
uncertainty avoidance

Limitation of Hofstedes
Dimensions
Missing countries
Estimates values

Ignores differences within clusters