Hofstede’s Cultural Dimensions: A Case Study Analysis

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Study Skills for Higher Education
Assessment 1: Case study of Hofstede’s cultural dimension
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Author’s Note:

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Table of Contents
Introduction......................................................................................................................................3
1. Critically evaluate the suggestions made in the article on Hofstede’s cultural dimensions........3
2. Which do you agree with and which do you disagree with? Justify your position.....................4
3. Are there any other suggestions you would like to make?..........................................................5
Conclusion.......................................................................................................................................5
References........................................................................................................................................6

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Introduction
In recent time, culture is the most important aspect as it gives a direction for how we behave and
think in the society. In this task, I will describe about the Hofstede’s cultural dimensions, which
may have a profound effect on the business environment. The article will show that cultures with
high power has tendency to more hierarchal. Organisation value will be highly evaluated and
demonstrated in this article.
1. Critically evaluate the suggestions made in the article on Hofstede’s cultural dimensions.
According to Shenkar (2012), organisations culture is based on norms, behaviour and values.
However, Hofstede has managed to recognize several dimensions and its importance on cross-
culture connectionships. He has recognized four dimensions of culture, which would have a huge
impact on the business environment (Hofstede, 2010). Those are power distance, individualism,
uncertainty avoidance and femininity or masculinity. From the article, it will be recommended
that individual cultures set a high value on the self-interest and individual achievement. As
opined by Hooker (2012), a high power distance index shows that a society accepts a
hierarchical, unequal distance of power. However, low score in PDI indicates that culture of
power is dispersed and shared and society members do not accept the situations where the power
is distributed unevenly (Ho et al., 2012). Thus, most of the nations in Asia are adhered to prefer
power culture in their society. Besides, United States has few elements of low and high power
distance culture. The business environment of U.S. has adopted several forms of management,
such as participative management, which place subordinates and supervisors in equal terms.
In this article, it have been seen that most of the companies are focused on the diversity of
workers in dealing within the consumers in several nations (Ferraro and Briody, 2013). In
international business, the employee’s cultures would be different as businesses create their
individual values and culture. As noted by Chanlat et al. (2013), organisational values must be
highly visible and demonstrated by efficient mangers. Thus, it will be suggested that marketing
campaign will be beneficial for the organisations as long as employees addressed feel part of the
similar group.

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Cultures, which score higher on the uncertainty avoidance dimension as UK has tendency to
avoid the risk factors. From the article, it has been found that cultures with lower uncertainty
avoidance, like Canada think that innovation and risk-taking are significant in attaining the
successful outcomes. As argued by Lee et al. (2013), individualism prefers the strength of
several ties, which individuals have to others in their society. However, high individualism
means interpersonal association between those people who are not element of a main “family”.
People are taken less responsibility for other activities and actions. In this article, it will be
shown that there has been a great deal of overlap among females and males roles, and modesty is
perceived as a virtue of culture. According to Moran et al. (2014), values chosen for leadership
should ensure everyone recognizes what the company’s stands for, including social responsibility
and ethical behaviour. In societies, people attempt to create life as controllable and predictable as
probable. To bring the change in communication, it is necessary to adopt the social media and
social sharing as it changes the nature of culture and its effect on both organisations and
individuals (Stahl et al., 2015). However, the National culture would be more significant for the
organisations as they enlarge the marketing strategy to recognize the consumer perceptions.
2. Which do you agree with and which do you disagree with? Justify your position.
From the view of Hofstede’s cultural dimension, I agree with the power distance index, which
would implement in the several organisations. This index is highly significant factor for the
organisations. In a high PDI, group members would not initiate to take any action and they
would like to be directed as well as guided to complete a task. However, if a leader does not take
any charge, they may believe that the task is not significant for the organisation (Cateora et al.,
2015). As my opinion, individualism culture is also important for the organisations as it refers to
self-oriented members in a culture with different behaviours. However, people are hypothetical
loyal to the team to which they belong and the team would defend their interests (Chidlow et al.,
2014). In an organisation, the team itself is larger and employees take responsibility for one
another’s well-being. With low IDV, people are emphasized on developing the skills and
becoming master of something. In a company, people are working for intrinsic rewards. I have to
suggest that maintaining harmony between team members to override other moral problems.
Wisdom is significant for the employees in case of lower IDV within organisation. On the other
hand, I do not think that masculinity is the important factor to evaluate the development of

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business environment. It actually deals with the overlap among female and male role. Hence, it
measures the gap among the values of men and women.
3. Are there any other suggestions you would like to make?
In recent time, diversity is the typical factor for the organisations. With the advancement of
technology, it is common to deal with the consumers and clients from all around the world
(Ferrell and Fraedrich, 2015). As per my suggestion, clear communication is important for
efficient functioning as this would essential for each of employees recognize that what are the
necessities for consumers and clients. In order to learn about the objectives of clients and
consumers likes and value, their customs, protocol, their food, business application and what
they will do for fun (Lee et al., 2013). In the organisations, the employees are always interested
to promote appreciation of cultural differences. It would provide every employee the opportunity
to appreciate and learn about one another culture.
Conclusion
The short article recognizes the relevance and importance of Hofstede’s study on the cultural
differences. There were primarily four sections of cultures, which presents the culture. This
article is important in recent time to globalisation, as it shows high indulgence with the global
market. Therefore, the article will make a better platform for further progressive studies of cross-
culture.

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References
Cateora, P. R., M. C. Gilly,, and J. L. Graham (2011). International Marketing, 15th edition. New
York, NY: McGrawHill/Irwin.
Chanlat, J.F., Davel, E. and Dupuis, J.P. eds., 2013. Cross-cultural management: culture and
management across the world. Routledge.
Chidlow, A., Plakoyiannaki, E. and Welch, C., 2014. Translation in cross-language international
business research: Beyond equivalence. Journal of International Business Studies, 45(5), pp.562-
582.
Ferraro, G.P. and Briody, E.K., 2013. The cultural dimension of global business. Upper Saddle
River: Pearson.
Ferrell, O.C. and Fraedrich, J., 2015. Business ethics: Ethical decision making & cases. Nelson
Education.
Ho, F.N., Wang, H.M.D. and Vitell, S.J., 2012. A global analysis of corporate social
performance: The effects of cultural and geographic environments. Journal of business
ethics, 107(4), pp.423-433.
Hofstede, G., 2010. Geert hofstede. National cultural dimensions.
Hooker, J., 2012. 19 Cultural Differences in Business Communication. The handbook of
intercultural discourse and communication, 29, p.389.
Lee, S.G., Trimi, S. and Kim, C., 2013. The impact of cultural differences on technology
adoption. Journal of world business, 48(1), pp.20-29.
Moran, R.T., Abramson, N.R. and Moran, S.V., 2014. Managing cultural differences. Routledge.
Shenkar, O., 2012. Beyond cultural distance: Switching to a friction lens in the study of cultural
differences. Journal of International Business Studies, 43(1), pp.12-17.

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Stahl, G.K. and Tung, R.L., 2015. Towards a more balanced treatment of culture in international
business studies: The need for positive cross-cultural scholarship. Journal of International
Business Studies, 46(4), pp.391-414.