Research Presentation: Trompenaars & Hampden-Turner Model of Culture

This presentation provides an overview of the Trompenaars & Hampden-Turner Dimensions model of culture, exploring its seven key dimensions: Universalism vs. Particularism, Individualism vs. Communitarianism, Specific vs. Diffuse, Neutral vs. Emotional, Achievement vs. Ascription, Sequential vs. Synchronous Time, and Internal vs. External Control. It examines how these dimensions impact organizational culture, cross-cultural management, and global business practices. The presentation discusses the model's application in understanding cultural diversity, managing cultural dilemmas, and its relevance in today's globalized world. Furthermore, it touches upon the criticisms of the model and its comparison with Hofstede's model, ultimately emphasizing the importance of cultural understanding for effective leadership and business success in international contexts, supported by relevant research and examples. The presentation is designed to facilitate learning and application of the Trompenaars model in real-world scenarios.

Research on Trompenaars &
Hampden-Turner Dimensions
Model of Culture

INTRODUCTION
Seven Dimension of Culture
model (Andrijauskienė and
Dumčiuvienė 2017, ).
Appropriate management of
business culture
Practicing heterogeneous work
culture
Understanding value oriented
culture (Black 2004).

TROMPENAARS & HAMPDEN-
TURNER DIMENSIONS
MODEL OF CULTURE
Particularism versus Universalism,
Communitarianism versus Individualism,
Defuse versus Specific, Emotional
versus Neutral, Outer directed versus
Inner directed, Synchronous time versus
Sequential time and Ascription versus
Achievement are different dimensions of
culture (Govindarajan & Gupta 2001).
Intension among the people to present
their culture in front of the people
Chinese people are more likely to focus
on the interest of the organisation
(Fischer et al. 2014).

ORGANISATIONAL CULTURE
Culture determines the attitude of the
people (Glovere et al. 2016).
Cross cultural management is to be
practiced for running business in the
global business environment (BÃLAN and
VREJA 2013).
Trans-national projects are to be operated
in the context of merger and acquisition.
The managers should address the cultural
gap (Jin 2010).
No measure for addressing the cultural
gap has been mentioned in Trompenaars
& Hampden-Turner Dimensions Model of
Culture

HOFSTEDE’S MODEL OF
CULTURE
The managers should understand different
culture for running business in the global
environment (Hampden-Turner and
Trompenaars 1998).
As per Hofstede’s model of culture, power
distance, uncertainty avoidance,
individualism vs collectivism, and
masculinity vs femininity, short term vs
long term orientation and restraint vs
indulgence are the six different
dimensions of culture (Jacob 2005).
Presently, as the national borders are
diminishing, cultural differences are not
being considered as the predominant
factor (Jin 2010,).

CULTURAL DIVERSITY
Cultural diversity is the key of
dealing with staffs from
different background
(MacGregor, et al. 2005).
Multiple cultures are to be
followed for forming inclusive
work culture.
Practice of international
consultant is the key of cross-
cultural corporate management
(Müller, et al. 2009).

CULTURAL DILEMMA
Cultural background influences personal
ethical reasoning (Réthi 2012).
Ethical reasoning is based on defining the
moral dilemma and make judgement
accordingly.
Analysis of cultural reasoning
Moral intension of resolving ethical issue
(Nathan 2015).

IN-DEPTH ANALYSIS
OF CULTURE
Culture is a complicated process
No single and comprehensive
culture is present (Stuck 2014).
Every culture has its own
essence
Factors such as religion, race,
history, and voice highly
influence the process of
formulating culture (Supriadi
and Pheng 2018).
Aligning the process of forming
culture is the only way of
attaining cultural integration

CRITICISM OF TROMPENAARS’S
THEORY
Trompenaars’s theory is not relevant in
analysing the actual situation in life (Zukhi et
al. 2017).
Relationship-oriented leadership style
increases the chance of greater
organisational conflict (Thorne and Saunders
2002).
Democratic leadership style is to be followed.

CROSS CULTURAL
MANAGEMENT
Cross cultural management is
the key factor of international
business (Trompenaars and
Woolliams 2002).
Strengthening the business
interaction in between
different countries
Mangers have to follow
different approaches to
mitigate the prevalent culture
related issues (Yerznkyan
2016).

CONCLUSION
Multiple models have been introduced for
analysing cultural differences
Culture is to be understood properly to
manage business successfully in the global
business environment
Through Trompenaars and Hampden-
Turner’s model of cultural dimension, the
inclusion of cultural dilemma is understood.

REFERENCES
Andrijauskienė, M. and Dumčiuvienė, D., 2017, October. Hofstede’s Cultural Dimensions and National Innovation
Level. In DIEM: Dubrovnik International Economic Meeting (Vol. 3, No. 1, pp. 189-205). Sveučilište u Dubrovniku.
BÃLAN, S. and VREJA, L. O., 2013. The Trompenaars’ Seven-Dimension Cultural Model And. Cultural Orientations
Of Romanian Students In Management. [online] Ideas.repec.org. Retrieved from
https://ideas.repec.org/a/rom/mancon/v7y2013i1p95-107.html [Accessed 7 Nov. 2013].
Black, R.2004. Organizational culture: Creating the influence needed for strategic success.
[Erscheinungsortnichtermittelbar]: Dissertation.com.
Fischer, R., Ferreira, M.C., Assmar, E.M.L., Baris, G., Berberoglu, G., Dalyan, F., Wong, C.C., Hassan, A., Hanke, K.
& Boer, D. 2014. "Organizational practices across cultures: An exploration in six cultural contexts", International
Journal of CrossCultural Management, vol. 14, no. 1, pp. 105-125.
Glover, J., Friedman, H. and van Driel, M., 2016. Cultural Dilemmas and Sociocultural Encounters: An Approach for
Understanding, Assessing, and Analyzing Culture. In Critical Issues in Cross-Cultural Management (pp. 53-60).
Springer, Cham.
Govindarajan, V. & Gupta, A.K. 2001, "Building an Effective Global Business Team", MIT Sloan Management
Review, vol. 42, no. 4, pp. 63-71.
Hampden-Turner, C. and Trompenaars, F., 1998. Riding the waves of culture: Understanding diversity in global
business. Hachette UK.
Jacob, N., 2005. Cross‐cultural investigations: emerging concepts. Journal of Organizational Change Management,
18(5), pp.514-528.
Jin, C. 2010, "An empirical comparison of online advertising in four countries: Cultural characteristics and creative
strategies", Journal of Targeting, Measurement and Analysis for Marketing, vol. 18, no. 3-4, pp. 253-261.