International Management

International
Management

Session 5

The Meanings and Dimensions

of Culture- Part B
International Management

Hofstede’s Cultural Dimensions

1. Power Distance
2. Uncertainty Avoidance
3. Individualism―Collectivism
4. Masculinity―Femininity
5. Time Orientation
6. Indulgence vs. Restraint
Professor Geert Hofstede conducted one of the most comprehensive studies of how
values in the workplace are influenced by culture.
Through the publication of his scholarly book Culture's Consequences (1980, new
edition 2001), Geert Hofstede (1928) became the founder of comparative
intercultural research
International Management

Hofstede’s Cultural Dimensions

• Power Distance
– Sejauh mana less powerful members menerima
bahwa power di distributed unequally
• High power distance countries: orang-orang secara
membabi buta mematuhi superiors; centralized, tall
organizational structures (Mexico, South Korea, India)
• Low power distance countries: flatter, decentralized
organizational structures, rasio lebih kecil dari
supervisor Untuk employee (Austria, Finland, Ireland)
International Management

Hofstede’s Cultural Dimensions

• Uncertainty Avoidance
– Sejauh mana people merasa terancam oleh ambiguous
situations; Membuat beliefs/institutions untuk mencoba
menghindari situations
• High uncertainty avoidance countries: kebutuhan tinggi untuk
security, strong belief (Para ahli) yakni ahli-ahli dan makhluk (yang
ber ilmu) atau hukum-hukum menyusun aktivitas organisasi,
aturan yang lebih tertulis, less managerial risk taking (Germany,
Japan, Spain)
• Low uncertainty avoidance countries: orang yang lebih bersedia
menerima risiko yang terkait dengan organizational activities, lebih
sedikit aturan tertulis, pengambilan risiko manajerial yang lebih
banyak, perputaran tenaga kerja yang lebih tinggi, karyawan yang
lebih ambisius (Denmark and Great Britain)
International Management

Hofstede’s Cultural Dimensions

• Individualism
– Sejauh mana orang menjaga diri mereka sendiri dan
keluarga dekat saja
– Collectivism
– Kecenderungan orang untuk menjadi anggota
kelompok dan saling menjaga dengan imbalan loyalty
• High individualism countries: Kaya, Etos kerja protestan,
inisiatif individu yang lebih besar, promosi berdasarkan
market value (U.S., Canada, Sweden)
• High collectivism countries: miskin, kurang dukungan etos
kerja Protestan, inisiatif individu yang lebih sedikit, promosi
berdasarkan seniority (Indonesia, Pakistan)
International Management

Hofstede’s Cultural Dimensions

• Masculinity
– Karakteristik budaya di mana nilai-nilai sosial yang
dominan success, money, and things
• Femininity
– Budaya characteristic di mana yang dominan social
values merawat/ care orang lain dan quality of life
• High masculine countries: stress earnings, recognition,
advancement, challenge, wealth; high job stress (Germanic
countries)
• High feminine countries: cooperation, friendly atmosphere,
employment security, group decision making; low job stress
(Norway)
International Management

Hofstede’s Cultural Dimensions

• Time Orientation
– Karakteristik budaya yang berurusan dengan
pencarian masyarakat untuk kebajikan
– Long-term oriented societies: focus pada masa
depan, mampu menyesuaikan tradisi ketika
kondisi berubah, cenderung berinvestasi, fokus
pada pencapaian long-term results (Asian
countries)
• Short-term oriented cultures: focus pada quick results,
tidak cenderung menyimpan, melayani orang lain,
percaya pada absolut, value stability and leisure (U.S.,
International Management

Hofstede’s Cultural Dimensions

• Indulgence vs. Restraint
Indulgent: sifat yang terkait dengan kebahagiaan
relatif berdasarkan instant gratification
– Restraint: karakteristik budaya berdasarkan perilaku
pengaturan dan pengendalian sesuai norma sosial
• Indulgent societies: dirasakan kebahagiaan, hidup terkendali,
emosi positif, kebutuhan dasar kepuasan (U.S., UK, Australia,
Chile)
• Restrained societies: kurang kebahagiaan, rasa tidak
berdaya, lebih kecil kemungkinannya untuk mengingat emosi
positif, kebutuhan dasar tidak selalu terpenuhi (China, Egypt,
Romania)
International Management

Trompenaars’s Cultural Dimensions

• Universalism vs. Particularism
– Universalism: keyakinan bahwa ide/praktik dapat
diterapkan di mana saja
• High universalism countries: formal rules, kepatuhan
terhadap business contracts (U.S., UK, Germany, Sweden,
Australia)
– Particularism: keyakinan bahwa keadaan menentukan
bagaimana ide/praktik berlaku
• High particularism countries: legal contracts sering
dimodifikasi, cara kesepakatan dijalankan berubah ketika
orang mengenal satu sama lain (China, Indonesia, Venezuela)
Fons Trompenaars studied Economics at the Free University of Amsterdam and later earned a Ph.D. from
Wharton School, University of Pennsylvania, with a dissertation on differences in conceptions of organizational
structure in various cultures. He experienced cultural differences firsthand at home, where he grew up speaking
both French and Dutch, and then later at work with Shell in nine countries.
International Management

Trompenaars’s Cultural Dimensions

• Individualism vs. Communitarianism
– Individualism: orang menganggap diri mereka
sebagai individu
• Countries dengan individualisme tinggi: stres masalah
pribadi dan individu; assume great personal
responsibility (U.S., UK, Argentina, Mexico, Thailand)
– Communitarianism: people regard themselves as
part of a group
• Masalah terkait grup nilai; keputusan komite; tanggung
jawab bersama (Malaysia, Korea)
International Management

Trompenaars’s Cultural Dimensions

• Neutral vs. Emotional
– Neutral: budaya di mana emosi di cek
• High neutral countries: orang bertindak tabah dan
menjaga ketenangan (Japan and UK)
– Emotional: emotions are expressed openly and
naturally
• High emotion cultures: orang banyak tersenyum,
berbicara keras, menyapa satu sama lain dengan
enthusiasm (Mexico, Netherlands, Switzerland)
International Management

Trompenaars’s Cultural Dimensions

• Specific vs. Diffuse
– Specific: ruang publik besar yang dibagikan dengan
orang lain dan small private space guarded closely
• High specific cultures: orang-orang terbuka dan ekstrovert,
pemisahan kerja yang kuat dan personal life (Austria, UK,
U.S., Switzerland)
– Diffuse: public dan ruang privat memiliki ukuran yang
sama, ruang publik dijaga karena private space
• Diffuse cultures: orang tidak langsung dan introverted,
work/private life closely linked (Venezuela, China, Spain)
International Management

Trompenaars’s Cultural Dimensions

• Achievement vs. Ascription
– Achievement culture: orang-orang berstatus
sesuai berdasarkan seberapa baik mereka
melakukan fungsi
• High status to high achievers (Austria, Switzerland, U.S.,
UK)
– Ascription culture: berdasarkan siapa atau apa
yang dimiliki
– Status based on age, gender, social connections
(Venezuela, China, Indonesia)
International Management

Trompenaars’s Cultural Dimensions

• Time
– Sequential: hanya satu kegiatan pada satu waktu,
appointments kept strictly, follow plans seperti ditata
(U.S.)
– Synchronous: multitask, appointments perkiraan dan
mudah diubah, jadwal bawahan ke relationships
(France, Mexico)
– Past/Present vs. Future:
• Future more important (Italy, U.S., Germany)
• Past/Present more important (Venezuela, Indonesia, Spain)
• All 3 time periods equally important (France, Belgium)
International Management

Explore French Culture

International Management

Trompenaars’s Cultural Dimensions

• The Environment
– Inner-directed: orang percaya dalam
mengendalikan hasil
• Dominant (sometimes aggressive) sikap terhadap
lingkungan (U.S., Switzerland, Australia)
– Outer-directed: orang percaya dalam
membiarkan hal-hal mengambil bagian mereka
• “Go with the flow,” flexible attitude, kesediaan untuk
berkompromi dan menjaga keharmonisan (China, many
other Asian countries)
International Management
Integrating Culture and Management:
The GLOBE Project
• GLOBE: Global Leadership and Organizational Behavior
Effectiveness
– Proyek memperluas dan mengintegrasikan analisis atribut dan variabel
budaya sebelumnya
– Mengevaluasi sembilan atribut budaya yang berbeda menggunakan
middle managers from 951 organizations in 62 countries
• First two phases: middle management
– Multi-cultural team of 170 scholars dari seluruh dunia bekerja sama
untuk survey 17,000 managers in 3 industries: financial services, food
processing, and telecommunications
– Mencakup setiap wilayah geografis utama dunia
– Third phase: upper-level management
– Team of 40 researchers from 24 countries surveyed 5,000 reports from
1,000 CEOs
International Management

The GLOBE Project

• The Nine Dimensions of the GLOBE Project
1. Uncertainty avoidance
2. Power distance
3. Collectivism I: Societal collectivism
4. Collectivism II: In-group collectivism
5. Gender egalitarianism
6. Assertiveness
7. Future orientation
8. Performance orientation
9. Humane orientation
International Management

GLOBE Country Analysis

• The results of the GLOBE project
– Sesuai umumnya dengan Hofstede and Trompenaars
– Berbeda dari Hofstede di mana lebih banyak peneliti
dengan perspektif yang bervariasi terlibat (vs.
Hofstede bekerja sendirian); mempelajari banyak
perusahaan (vs. Hofstede studied one company)
• GLOBE memberikan ikhtisar komprehensif saat ini
tentang stereotip umum yang dapat dianalisis
lebih lanjut untuk wawasan yang lebih luas
International Management

GLOBE Cultural Variable Results

International Management

GLOBE Analysis
Managerial Perspectives in the United States and Brazil
International Management

Review and Discuss

1. What is meant by the term culture? In what way
can measuring attitudes about the following
help differentiate between cultures: centralized
or decentralized decision making, safety or risk,
individual or group rewards, high or low
organizational loyalty, cooperation or
competition? Use these attitudes to compare
the United States, Germany, and Japan. Based
on your comparisons, what conclusions can you
draw regarding the impact of culture on
behavior?
International Management

Review and Discuss

2. Apa yang dimaksud dengan istilah value?
Apakah cultural nilai yang sama di seluruh
dunia, atau ada perbedaan yang ditandai?
Apakah ini values berubah seiring waktu,
atau apakah mereka cukup konstan?
Bagaimana jawaban Anda berkaitan dengan
peran values dalam culture?
International Management

Review and Discuss

3. What are the four major dimensions of culture
studied by Geert Hofstede? Identify and describe
each. What is the cultural profile of the United States?
Of Asian countries? Of Latin American countries? Of
Latin European countries? Based on your comparisons
of these four profiles, what conclusions can you draw
regarding cultural challenges facing individuals in one
group when they interact with individuals in one of
the other groups? Why do you think Hofstede added
the fifth dimension of time orientation and the sixth
dimension related to indulgence versus restraint?
International Management

Review and Discuss

4. As people engage in more international travel and
become more familiar with other countries, will
cultural differences decline as a roadblock to
international understanding, or will they continue to
be a major barrier? Defend your answer.
5. What are the characteristics of each of the following
pairs of cultural characteristics derived from
Trompenaars’s research: universalism vs.
particularism, neutral vs. emotional, specific vs.
diffuse, achievement vs. ascription? Compare and
contrast each pair.
International Management

Review and Discuss

6. How did project GLOBE build on and extend
Hofstede’s analysis? What unique
contributions are associated with project
GLOBE?
7. In what way is time a cultural factor? In what
way is the need to control the environment a
cultural factor? Give an example for each.