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hofstede’s cultural dimensions

theory
framework for cross-cultural communication, developed by Geert Hofstede.

describes the effects of a society’s culture on the values of its members,

and how these values relate to behaviour, using a structure derived from
factor analysis.

1. High Power Distance v/s Low Power Distance

High Power Distance Low Power Distance

higher levels of inequality. lower levels of inequality.

more willing to accept the unequal power less willing to accept the unequal power
distribution without question. distribution.

relationship between boss and relationship between boss and

subordinates is one of dependence. subordinates is one of friendliness.

hierarchical in nature. non-hierarchical in nature.

centralised, narrow organisation decentralised, wider organisation

power distance index: power distance index:

Malaysia → 104 U.S.A → 40
Philippines → 94 Austria → 11
India → 77 New Zealand → 22

2. Individualism v/s Collectivism

Individualism Collectivism

groups are most important unit, with group

root of happiness is personal fulfilment.
goals taking priority.

more independent (part-time jobs while interdependent (family system,

studying) neighbours, work group)

individuals are given more importance in relationships are key to collectivistic

the relationship between individual and society. relationship between employer

hofstede’s cultural dimensions theory 1

 Individualism Collectivism
larger social group. and employee is based on expectations
(protection from employer and loyalty from
employee)

idv: idv:
U.S.A. → 91 India → 48
U.K. → 89 Pakistan → 14
Australia → 90 Sri Lanka → 35

3. Masculinity v/s Femininity

Masculinity Femininity

society driven by achievement,

individuals care for each others’ success.
competition and success.

success equals money between

not much importance given to money.
competitors.

ambitious satisfied with what they have.

visible symptoms between competitors. good relations among people.

mas:
Japan → 95
mas:
Austria → 79
Sweden → 5
U.S.A. → 62
Norway → 8
U.K. → 66
India → 56

4. High Uncertainty Avoidance v/s Low Uncertainty Avoidance

High Uncertainty Avoidance Low Uncertainty Avoidance

culture is resistant to change. culture adapts to changes (high tolerance)

perfection/precision is important need not be perfect (risk-taking)

more formal rules fewer rules

low labour turnover high labour turnover

leader is the expert leader is the facilitator

uncertainty avoidance index: uncertainty avoidance index:

Greece → 112 Hong Kong → 29
Portugal → 104 Singapore → 8
Mexico → 82 India → 40

5. Long-Term Orientation v/s Short-Term Orientation

hofstede’s cultural dimensions theory 2

 Long-Term Orientation Short-Term Orientation

focus on present or what has happened in

focuses on future success.
the past.

willing to delay short-term material

do not consider future important.
success for future gains.

pragmatic v/s normative (PRA):

pragmatic v/s normative (PRA):
China → 118
Philippines → 19
Hong Kong → 96
U.K. → 25
India → 60

6. Indulgence v/s Restraint

Indulgence Restraint

relatively weak control. relatively strong control.

sense of helplessness about personal

people are given more importance as
destiny and actions restrained by social
individuals and have freedom of speech.
norms.

more likely to leave an organisation if not less likely to voice their opinion if not
happy. happy.

customer service professionals visibly friendliness considered inappropriate and

demonstrate their happiness with a smile. unnatural.

relationship more friendly. relationship more formal.

ivr score: ivr score:

Nigeria → 84 India → 26
Sweden → 78 Bangladesh → 20
U.S.A. → 68 Iran → 40

hofstede’s cultural dimensions theory 3