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Hofstede five dimensions of value

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law account (mg401)

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Academic year: 2014/2015
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Nisha Shah Hariyani
มหาวิทยาลัยมหาสารคาม
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Hofstede’s framework

One of the most widely referenced approaches for analyzing variations among cultures was done in the late 1970s by Geert Hofstede Hofstede surveyed more than 116,000 IBM employees in 40 countries about their work-related values and found managers and employees varied on five value dimensions of national culture:

  • Power distance. Power distance describes the degree to which people in a country accept that power in institutions and organizations is distributed unequally. A high rating on power distance means large inequalities of power and wealth exist and are tolerated in the culture, as in a class or caste system that discourages upward mobility. A low power distance rating characterizes societies that stress equality and opportunity.

  • Individualism versus collectivism. Individualism is the degree to which people prefer to act as individuals rather than as members of groups and believe in an individual’s rights above all else. Collectivism emphasizes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them.

  • Masculinity versus femininity. Hofstede’s construct of masculinity is the degree to which the culture favors traditional masculine roles such as achievement, power, and control, as opposed to viewing men and women as equals. A high masculinity rating indicates the culture has separate roles for men and women, with men dominating the society. A high femininity rating means the culture sees little differentiation between male and female roles and treats women as the equals of men in all respects.

  • Uncertainty avoidance. The degree to which people in a country prefer structured over unstructured situations defines their uncertainty avoidance. In cultures scoring high on uncertainty avoidance, people

have increased anxiety about uncertainty and ambiguity and use laws and controls to reduce uncertainty. People in cultures low on uncertainty avoidance are more accepting of ambiguity, are less rule oriented, take more risks, and more readily accept change.

  • Long-term versus short-term orientation. This typology measures a society’s devotion to traditional values. People in a culture with long-term orientation look to the future and value thrift, persistence, and tradition. In a short-term orientation, people value the here and now; they also accept change more readily and don’t see commitments as impediments to change.
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Hofstede five dimensions of value

Course: law account (mg401)

163 Documents
Students shared 163 documents in this course

University: M. S. Ramaiah College of Law

Was this document helpful?
Hofstede’s framework
One of the most widely referenced approaches for analyzing variations among cultures was
done in the late 1970s by Geert Hofstede.99 Hofstede surveyed more than 116,000 IBM
employees in 40 countries about their work-related values and found managers and
employees varied on five value dimensions of national culture:
• Power distance. Power distance describes the degree to which people in a country accept
that power in institutions and organizations is distributed unequally. A high rating on power
distance means large inequalities of power and wealth exist and are tolerated in the culture, as
in a class or caste system that discourages upward mobility. A low power distance rating
characterizes societies that stress equality and opportunity.
• Individualism versus collectivism. Individualism is the degree to which people prefer to act
as individuals rather than as members of groups and believe in an individual’s rights above all
else. Collectivism emphasizes a tight social framework in which people expect others in
groups of which they are a part to look after them and protect them.
• Masculinity versus femininity. Hofstede’s construct of masculinity is the degree to which the
culture favors traditional masculine roles such as achievement, power, and control, as
opposed to viewing men and women as equals. A high masculinity rating indicates the culture
has separate roles for men and women, with men dominating the society. A high femininity
rating means the culture sees little differentiation between male and female roles and treats
women as the equals of men in all respects.
• Uncertainty avoidance. The degree to which people in a country prefer structured over
unstructured situations defines their uncertainty avoidance. In cultures scoring high on
uncertainty avoidance, people
have increased anxiety about uncertainty and ambiguity and use laws and controls to reduce
uncertainty. People in cultures low on uncertainty avoidance are more accepting of ambiguity,
are less rule oriented, take more risks, and more readily accept change.
• Long-term versus short-term orientation. This typology measures a society’s devotion to
traditional values. People in a culture with long-term orientation look to the future and value
thrift, persistence, and tradition. In a short-term orientation, people value the here and now;
they also accept change more readily and don’t see commitments as impediments to change.

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