Business Communication: Hofstede Model for Intercultural Analysis

The Hofstede Model developed by Geert Hofstede is one of the globally accepted models for analysing and developing intercultural business communication effectively. The article discusses the cultural differences and similarities between USA and Mexico, and China and USA, and how to develop communicative strategies accordingly to gain success in the respective countries.

Running head: BUSINESS COMMUNICATION
BUSINESS COMMUNICATION
Name of Student
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Introduction:
The Hofstede Model developed by Geert Hofstede is one of the globally accepted
models for analysing and developing intercultural business communication effectively. The
Hofstede model uses a 6 dimensional analysis to understand the cultural differences of the
different countries to understand them effectively (Minkov, Blagoev & Hofstede, 2013).
Discussion:
United States and Mexico have many differences in the cultural aspects and also share
certain similarities. When the American business needs to expand in Mexico, it has to keep in
mind that Mexico has a higher score in the power distance index, which means that it has a
hierarchical society, which is not similar to the equal society of America (Leach-López,
2013). Moreover, United States has an individualistic society compared to that of the
collective society of Mexico, which means the Mexican believe in the success of group work
and not on individuals. However, both USA and Mexico has a masculine society, which is
more focused on work oriented success. This similarity helps the business to grow with
stability. On the contrary, Mexico has a high score on the uncertainty avoidance index, which
makes it possess rigid laws unlike to that of the American Society (Leach-López, 2013). Both
the Mexican and American societies are focused on the short term planning, which can help
them to focus on the immediate planning of the business effectively.
Considering the Hofstede model, China and USA also have different cultural aspects,
which is essential for determining the business communication among these two countries.
China has a high score on the power distance index compared to the USA, which establishes
it as a hierarchical society where the relation between the subordinate and the superiors are
polarized (Wang, Hinrichs, Prieto & Howell, 2013). China is a highly collective society
compared to that of the USA, and focus is always on the teamwork. Success of the team is

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considered primary in China. Similar to the USA, China also has a relatively high masculine
society, where the primary focus of the society is upon the work culture. The Chinese like the
Americans are also focused on the adaptability with regards to the success of the
entrepreneurial ventures (Dartey-Baah, 2013). The laws are kept flexible so that they can be
modified properly. However, China believes in long term orientation programmes, which are
more focused on the future development of the society.
Conclusion:
Hence, from the above discussion it can be concluded that the three societies share
many cultural dissimilarities and similarities, which allow the business executives to develop
the communicative strategies accordingly to gain success in the respective countries.

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References:
Dartey-Baah, K. (2013). The cultural approach to the management of the international human
resource: An analysis of Hofstede’s cultural dimensions. International Journal of
Business Administration, 4(2), 39.
Leach-López, M. A. (2013). Moderating Effect of Hofstede's Cultural Values on the Locus of
Control/Job Performance Relationship of Managers in USA, Mexico, South Korea
and Hong Kong. Journal of Business Strategies, 30(1).
Minkov, M., Blagoev, V., & Hofstede, G. (2013). The boundaries of culture: do questions
about societal norms reveal cultural differences?. Journal of Cross-Cultural
Psychology, 44(7), 1094-1106.
Wang, L., Hinrichs, K. T., Prieto, L., & Howell, J. P. (2013). Five dimensions of
organizational citizenship behavior: Comparing antecedents and levels of engagement
in China and the US. Asia Pacific Journal of Management, 30(1), 115-147.