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Khaoulae Notes: Geert Hofstede's Five Dimensions of National Culture

Geert Hofstede identified five dimensions of national culture: (1) power distance, which refers to a society's acceptance of unequal distribution of power; (2) uncertainty avoidance, which refers to a society's tolerance for ambiguity; (3) masculinity vs. femininity, which refers to the value placed on achievement vs. relationships; (4) individualism vs. collectivism, which refers to the priority of individual goals vs. group goals; and (5) long-term vs. short-term orientation, which refers to the value placed on long-term results and relationships vs. short-term results. These dimensions provide a framework for understanding how cultures vary in their basic assumptions and values.

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142 views3 pages

Khaoulae Notes: Geert Hofstede's Five Dimensions of National Culture

Geert Hofstede identified five dimensions of national culture: (1) power distance, which refers to a society's acceptance of unequal distribution of power; (2) uncertainty avoidance, which refers to a society's tolerance for ambiguity; (3) masculinity vs. femininity, which refers to the value placed on achievement vs. relationships; (4) individualism vs. collectivism, which refers to the priority of individual goals vs. group goals; and (5) long-term vs. short-term orientation, which refers to the value placed on long-term results and relationships vs. short-term results. These dimensions provide a framework for understanding how cultures vary in their basic assumptions and values.

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Hassan 21
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© © All Rights Reserved
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Khaoulae notes

Monday, June 22, 2020 8:34 AM

Geert Hofstede’s five dimensions of national culture:

A fifth Dimension was added in 1991 based on research by Michael Bond who
conducted an additional international study among students with a survey instrument
that was developed together with Chinese employees and managers.
1. Power Distance
Power distance is the willingness of a culture to accept status and power
differences among its members. In cultures with low power distance, people
are likely to expect that power is distributed rather equally, and are furthermore
also likely to accept that power is distributed to less powerful individuals. As
opposed to this, people in high power distance cultures will likely both expect
and accept inequality and steep hierarchies.
The fundamental issue here is how a society handles inequalities among
people. People in societies exhibiting a large degree of power distance accept
a hierarchical order in which everybody has a place and which needs no further
justification. In societies with low power distance, people strive to equalize the
distribution of power and demand justification for inequalities of power.
2. Uncertainty Avoidance
Uncertainty Avoidance is referring to a lack of tolerance for ambiguity and a
need for formal rules and policies. This dimension measures the extent to
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need for formal rules and policies. This dimension measures the extent to
which people feel threatened by ambiguous situations. These uncertainties and
ambiguities may e.g. be handled by an introduction of formal rules or policies,
or by a general acceptance of ambiguity in the organizational life.
The majority of people living in cultures with a high degree of uncertainty
avoidance, are likely to feel uncomfortable in uncertain and ambiguous
situations. People living in cultures with a low degree of uncertainty avoidance,
are likely to thrive in more uncertain and ambiguous situations and
environments.
Countries exhibiting strong UAI maintain rigid codes of belief and behavior and
are intolerant of unorthodox behavior and ideas. Weak UAI societies maintain a
more relaxed attitude in which practice counts more than principles.
3. Masculinity vs. Femininity
It is the tendency of a culture to stereotypical masculine or feminine traits.
These values concern the extent on emphasis on masculine work related goals
and assertiveness (earnings, advancement, title, respect et.), as opposed to
more personal and humanistic goals (friendly working climate, cooperation,
nurturance etc.)
The first set of goals is usually described as masculine, whereas the latter is
described as feminine. These goals and values can, among other, describe
how people are potentially motivated in cultures with e.g. a feminine or a
masculine culture.
Japan is considered a very masculine culture whereas Thailand is considered a
more feminine culture.
4. Individualism vs. Collectivism
In individualistic cultures people are expected to portray themselves as
individuals, who seek to accomplish individual goals and needs. In collectivistic
cultures, people have greater emphasis on the welfare of the entire group to
which the individual belongs, where individual wants, needs and dreams are
often set aside for the common good.
5. Long vs. Short Term Orientation
Long-Term Orientation is the fifth dimension, which was added after the original
four dimensions. This dimension was identified by Michael Bond and was
initially called Confucian dynamism. Geert Hofstede added this dimension to
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initially called Confucian dynamism. Geert Hofstede added this dimension to
his framework, and labeled this dimension long vs. short term orientation.
The consequences for work related values and behavior springing from this
dimension are rather hard to describe, but some characteristics are described
below.
Long term orientation:
• Acceptance of that business results may take time to achieve
• The employee wishes a long relationship with the company
Short term orientation:
• Results and achievements are set, and can be reached within timeframe
• The employee will potentially change employer very often

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