What are the 5 Hofstedes cultural dimensions?

Hofstede’s provides leaders and managers a tool to analyze cross-cultural relations to understand their differences in behavior. These principles depict one set of principles as acceptable as well as other ways of structuring, also acceptable. Hofstede’s cultural dimensions theory was derived by directing quantitative studies of workers to explain national cultural differences and their consequences. The Hofstede Centre defines culture as “the collective programming of the mind distinguishing members of one group or category of people from others” (Hofstede, “National Culture”). Based from his studies five dimensions were developed. Northouse (2016), identifies Hofstede’s “five major dimensions in which culture differ by: power distance, uncertainty avoidance, individualism-collectivism, masculinity-femininity, and long-term-short-term orientation” (p 431). As you will read, every dimension presented is doubled sided to present a high or low side. These scales will provide an overview of diversity in regards to the driving factors of an organization or culture. Furthermore, dimensions will be explained and examined in regards to the effects on national culture and employee behavior from Hofstede’s extensive research.

Power Distance:

The major issue of power distance is how a society handles inequalities. A diverse society showing a high power distance will simply accept a ranked order in which everybody has a place (Hofstede, “National Culture”). These societies simply accept their inequality and present quality leadership-follower relations. Power distance conflict can arise in an organizational setting by creating multiple levels between people based on “power, authority, prestige, status, wealth, etc.”(p. 432). In most situations, higher the power distance, the more disconnected members feel as their presence seems to not be as important to the corporation or organization. Contrary, societies and individuals with low power distance strive to equalize the distribution of power and demand justification for inequalities of power (Hofstede, “National Culture”). Therefore, leaders that want a quality structure with less disconnect, it is important to level out the adversity of the organizational structure.

Individualism Vs collectivism:

In this dimension, high relates closely to individualism, as low is consistent with collectivism. Individualism is a social groundwork in which individuals are expected to take care of themselves and their immediate families (Hofstede, “National Culture”). These individuals look-out mainly for themselves and in some situations others in a corporate setting. Contrary, collectivism can expect their relatives or members of a particular in-group to look after them (Hofstede, “National Culture”). Unlike collectivism, these individuals integrate themselves into the organization and present loyalty. Northouse presents, collectivism to the degree to which people express pride and loyalty in organizations and family (p 432). Lastly, this reflects an individual admiration to their organization or society by defining the individuals devotion.

Masculinity:

Masculinity (High) can be measured against its predecessor femininity (low). In this dimension diversity is the degree in which society presents role differences and promotes gender inequality. The Masculinity side of this dimension represents a preference in society for achievement of success (Hofstede, “National Culture”). Contrary, femininity stands for a preference for caring for the weak and quality of life (Hofstede, “National Culture”). In the business context, masculinity of an organization operates competitively (defeat competition) versus femininity which is more modest (compassion for completion).

Uncertainty Avoidance:

Uncertainty avoidance is when members of a society feel uncomfortable with doubt. This dimension measures the unstructured future by never knowing the right move as, “should we try this” or “just let it happen?”(Hofstede, “National Culture”). Countries exhibiting a low UA, do not feel comfortable in stepping outside the box or from their comfort zone. These members choose to maintain, not have drastic change, therefore will not do well in an organization with low UA. Moreover, this means one will not take a risk, resulting in fewer gains and less expansion. Cultures as well as organizations that maintain a high tolerance for uncertainty are suited for a thriving fast paced enterprise (p 432).

Long Term-Short Term Orientation:

Similarly to low levels of uncertainty, societies who score low prefer to maintain traditions and norms while viewing societal change with suspicion (Hofstede, “National Culture”). For example, short term cultures will focus on past practices of going to school and not continuing higher education. Also, they prefer to maintain tradition and avoid social obligations. Cultures that score high encourage the future with modern ways such as improving performance. For instance, long term can be presented in society by continuing education to prepare for the future (p 434). Individuals in long term prefer a hierarchy based structure and idolize their leaders as short term believes in themselves and their personal strength.

Below is a chart showing the 5 dimensions score in the United States. If one was interested in viewing multiple countries, one can perform a side by side comparison at: http://geert-hofstede.com/countries.html.

• Power Distance: 40 – A score of 40 states the fact that individuals aren’t equal and the attitude of culture in the U.S. towards these powers are inequalities (Hofstede, “What about the USA?”).
• Individualism: 91 – Independence in society is maintained among most of its members which more people belong to the “in-group” (Hofstede, “What about the USA?”).
• Masculinity: 62 – This high score shows that society will be more competition oriented; therefore, more members have drive and want to succeed and/or win.
• Uncertainty Avoidance: 46 – Indicates that society will never know the future and has some anxiety. Since score is almost half, this indicates that there is a decent amount of acceptance for new ideas and also fear for other ideas.
• Long Term Orientation: 26 – The U.S. is on the low end of this as members prefer to maintain traditions and norms. As for American business this indicates that their performance is more often short term (Hofstede, “What about the USA?”).

Reference:

Northouse, P. G. (2016). Leadership Theory and Practice Seventh Edition. Western Michigan: Sage.

Hofstede, G., & Rottgers, C. (2012). National Culture. Retrieved November 23, 2015, from http://geert-hofstede.com/national-culture.html

Hofstede, G., & Rottgers, C. (2012). What about the USA? Retrieved November 23, 2015, from http://geert-hofstede.com/united-states.html

Professor Geert Hofstede conducted one of the most comprehensive studies of how values in the workplace are influenced by culture. He defines culture as “the collective programming of the mind distinguishing the members of one group or category of people from others”.

The six dimensions of national culture are based on extensive research done by Professor Geert Hofstede, Gert Jan Hofstede, Michael Minkov and their research teams.

The application of this research is used worldwide in both academic and professional management settings.

Dimensions of national culture:

The Hofstede model of national culture consists of six dimensions. The cultural dimensions represent independent preferences for one state of affairs over another that distinguish countries (rather than individuals) from each other.

The country scores on the dimensions are relative, in that we are all human and simultaneously we are all unique. In other words, culture can only be used meaningfully by comparison. The model consists of the following dimensions:

Power Distance Index (PDI)

This dimension expresses the degree to which the less powerful members of a society accept and expect that power is distributed unequally. 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 equalise the distribution of power and demand justification for inequalities of power.

Individualism versus Collectivism (IDV)

The high side of this dimension, called Individualism, can be defined as a preference for a loosely-knit social framework in which individuals are expected to take care of only themselves and their immediate families.

Its opposite, Collectivism, represents a preference for a tightly-knit framework in society in which individuals can expect their relatives or members of a particular ingroup to look after them in exchange for unquestioning loyalty. A society’s position on this dimension is reflected in whether people’s self-image is defined in terms of “I” or “we.”

Masculinity versus Femininity (MAS)

The Masculinity side of this dimension represents a preference in society for achievement, heroism, assertiveness, and material rewards for success. Society at large is more competitive. Its opposite, Femininity, stands for a preference for cooperation, modesty, caring for the weak and quality of life. Society at large is more consensus-oriented.

In the business context Masculinity versus Femininity is sometimes also related to as “tough versus tender” cultures.

Uncertainty Avoidance Index (UAI)

The Uncertainty Avoidance dimension expresses the degree to which the members of a society feel uncomfortable with uncertainty and ambiguity. The fundamental issue here is how a society deals with the fact that the future can never be known: should we try to control the future or just let it happen?

Countries exhibiting strong UAI maintain rigid codes of belief and behaviour, and are intolerant of unorthodox behaviour and ideas. Weak UAI societies maintain a more relaxed attitude in which practice counts more than principles.

Long Term Orientation versus Short Term Normative Orientation (LTO)

Every society has to maintain some links with its own past while dealing with the challenges of the present and the future. Societies prioritize these two existential goals differently.

Societies who score low on this dimension, for example, prefer to maintain time-honoured traditions and norms while viewing societal change with suspicion.

Those with a culture which scores high, on the other hand, take a more pragmatic approach: they encourage thrift and efforts in modern education as a way to prepare for the future.

In the business context, this dimension is referred to as “(short-term) normative versus (long-term) pragmatic” (PRA). In the academic environment, the terminology Monumentalism versus Flexhumility is sometimes also used.

Indulgence versus Restraint (IVR)

Indulgence stands for a society that allows relatively free gratification of basic and natural human drives related to enjoying life and having fun. Restraint stands for a society that suppresses gratification of needs and regulates it by means of strict social norms.

♦ Try our Country Comparison tool or compare your personal preferences to the scores of a country of your choice, with Culture Compass™ ♦

About the research

Professor Geert Hofstede conducted one of the most comprehensive studies of how values in the workplace are influenced by culture. He analysed a large database of employee value scores collected within IBM between 1967 and 1973.

The data covered more than 70 countries, from which Hofstede first used the 40 countries with the largest groups of respondents and afterwards extended the analysis to 50 countries and 3 regions.

Subsequent studies validating the earlier results include such respondent groups as commercial airline pilots and students in 23 countries, civil service managers in 14 countries, ‘up-market’ consumers in 15 countries, and ‘elites’ in 19 countries.

In the 2010 edition of the book, “Cultures and Organizations: Software of the Mind”, scores on the dimensions are listed for 76 countries, partly based on replications and extensions of the IBM study on different international populations and by different scholars.

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