Download Free Critical Analysis Of Hofstedes Model Of Cultural Dimensions Book in PDF and EPUB Free Download. You can read online Critical Analysis Of Hofstedes Model Of Cultural Dimensions and write the review.

Master's Thesis from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, Oxford Brookes University, language: English, abstract: Global markets are changing faster than ever and increasing international competition makes it necessary for managers to understand not only the domestic culture but also the host country's culture. Derived from globalisation, successful cross-cultural management is gaining in importance and its need for understanding of cultural differences becomes essential. Because of this it is argued that, with the increasing importance of a cross-cultural understanding, Hofstede's (1980) model of cultural dimensions gains proportional importance and attracts notice at the same time. His study is widely used in global operating organisations within trainings and workshops. The first step of effective cross-cultural management is the awareness that cultural differences exist and domestic strategies might fail in host countries. Even though, Hofstede's (1980) cultural study is the most important one and widely known, there are many other cultural studies, which are only partly supporting his study. For each and every model of cultural identifications arouse praise and criticism and Hofstede was not spared by criticism. The main criticism refers to the methodology Hofstede used and many authors questioned its validity and reliability. Another major critique is that the nearly 40-years old survey findings are out-dated and not of any modern value anymore. Addressing the elaborated criticisms from the literature, a personal replication study within the two countries of Germany and the UK is undertaken in order to evaluate the validity, reliability and applicability in the 21st century. This study has developed own dimension scores for Masculinity/ Femininity (MAS) and Uncertainty Avoidance (UA) for Germany and the UK and compared and evaluated these with Hofstede's findings. The findings of this st
Master's Thesis from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, Oxford Brookes University, language: English, abstract: Global markets are changing faster than ever and increasing international competition makes it necessary for managers to understand not only the domestic culture but also the host country’s culture. Derived from globalisation, successful cross-cultural management is gaining in importance and its need for understanding of cultural differences becomes essential. Because of this it is argued that, with the increasing importance of a cross-cultural understanding, Hofstede’s (1980) model of cultural dimensions gains proportional importance and attracts notice at the same time. His study is widely used in global operating organisations within trainings and workshops. The first step of effective cross-cultural management is the awareness that cultural differences exist and domestic strategies might fail in host countries. Even though, Hofstede’s (1980) cultural study is the most important one and widely known, there are many other cultural studies, which are only partly supporting his study. For each and every model of cultural identifications arouse praise and criticism and Hofstede was not spared by criticism. The main criticism refers to the methodology Hofstede used and many authors questioned its validity and reliability. Another major critique is that the nearly 40-years old survey findings are out-dated and not of any modern value anymore. Addressing the elaborated criticisms from the literature, a personal replication study within the two countries of Germany and the UK is undertaken in order to evaluate the validity, reliability and applicability in the 21st century. This study has developed own dimension scores for Masculinity/ Femininity (MAS) and Uncertainty Avoidance (UA) for Germany and the UK and compared and evaluated these with Hofstede’s findings. The findings of this study vary from Hofstede’s findings, as according to this study the UK is more masculine and has a higher Uncertainty Avoidance score than Germany. These findings do not support Hofstede’s findings and further cultural research is recommended.
The Dutch anthropologist Geert Hofstede is recognized as a pioneer in the fields of international management and social psychology – and his work is a perfect example of the ways in which interpretative skills can help solve problems and provide the foundation for strong thinking and understanding both in business and beyond. Hofstede’s central achievement was setting up an efficient interpretative framework for understanding the cultural differences between one country and another. Working for the international computing company IBM in the late 1960s, Hofstede noted that such cultural differences had huge consequences for international organizations. Up until then, while many inside and outside of business recognized the importance of these differences, little had been done to define precisely what cultural difference was and in what areas of life it was expressed. Hofstede’s insight was that if one could interpret and define the dimensions of cultural difference, it would be possible to measure them and act accordingly. From a vast survey of IBM’s employees in several countries, Hofstede originally defined five dimensions of culture: every society could be rated for each dimension, providing a useful guide to the kinds of cultural differences at play. As ever, good interpretative skills provided the basis for better understanding.
Transcultural management ; Management styles ; Intercultural communication.
Seminar paper from the year 2020 in the subject Leadership and Human Resources - Miscellaneous, grade: 1,3, Aachen University of Applied Sciences, language: English, abstract: This paper uses the theoretical foundations of Hofstede's Cultural Dimensions and Meyer's Cultures Map to develop feedback guidelines for a Dutch manager in Japan and a French manager in the USA. For this purpose, the countries concerned are first classified and compared using Meyer's and Hofstede's cultural classification methods. Based on the theoretical foundation, feedback guidelines are developed for the respective managers. With regard to the Dutch manager in Japan, it is particularly evident that he should be careful to use a language that is not too direct and that he needs to adapt to the Japanese high-context culture in both speech and behavior. The French manager in the USA is advised mainly to use diplomacy and understand flatter hierarchies and greater willingness to take risks. In a further step, the developed guidelines are compared with feedback rules of the Dutch company Philips and the French company WEKA. In both theory and practice, great importance is attached to an efficient discussion structure. At Philips, importance is also attached to a conversation at eye level and the employee's point of view, which corresponds with the theoretical findings. In the French example, less emphasis is placed on preparation, which is surprising in terms of the theoretical classification of France. Instead, a calm and "non-violent" communication is called for, which to a certain extent is also addressed in the theoretically based guideline. The results of the term paper provide assistance for managers in Japan and the USA. However, it must be remembered that cultures are a very complex construct and that, due to the scope of this term paper, it was not possible to include all components. Managers are advised to deal intensively with the host country's culture in order to ensure appropriate and efficient interaction with employees. The results also suggest further studies on the topic. Thereby additional theoretical approaches as well as experience reports from managers in practice should be included. Due to the constantly evolving worldwide cultural diversity, insightful findings can be expected.
The first comprehensive and statistically significant analysis of the predictive powers of each cross-cultural model, based on nation-level variables from a range of large-scale database sources such as the World Values Survey, the Pew Research Center, the World Bank, the World Health Organization, the UN Statistics Division, UNDP, the UN Office on Drugs and Crime, TIMSS, OECD PISA. Tables with scores for all culture-level dimensions in all major cross-cultural analyses (involving 20 countries or more) that have been published so far in academic journals or books. The book will be an invaluable resource to masters and PhD students taking advanced courses in cross-cultural research and analysis in Management, Psychology, Sociology, Anthropology, and related programs. It will also be a must-have reference for academics studying cross-cultural dimensions and differences across the social and behavioral sciences.
'The publication of this second edition of Culture's Consequences marks an important moment in the field of cross-cultural studies . Hofstede's framework for understanding national differences has been one of the most influential and widely used frameworks in cross-cultural business studies, in the past ten years' - Australian Journal of Management
Explains the relationship between national culture and national differences in crucially important phenomena, such as speed of economic growth, murder rates, and educational achievement. This book also explains differences in suicide rates, road death tolls, female inequality, happiness, and a number of other phenomena.
The landmark study of cultural differences across 70 nations, Cultures and Organizations helps readers look at how they think—and how they fail to think—as members of groups. Based on decades of painstaking field research, this new edition features the latest scientific results published in Geert Hofstede’s scholarly work Culture’s Consequences, Second Edition. Original in thought and profoundly important, Cultures and Organizations offers vital knowledge and insight on issues that will shape the future of cultures and nations in a globalized world.
Seminar paper from the year 2021 in the subject Business economics - Corporate communication, grade: 1,5, University of Ulm, language: English, abstract: This paper presents an analysis of a critical incident of a medium-sized German company. The intercultural Critical Incident took place about three years ago and was presented in an interview with an executive of the company in February 2021. The analysis of the incident is mainly based on the cultural dimensions established by the Dutch cultural scientist Geert Hofstede. The purpose of this paper is therefore to analyze the critical cross-cultural business case in order to be able to provide a concluding recommendation for action as part of a conclusion. In the course of globalization and networking of world markets, intercultural management has become an essential aspect in the management of nationally and internationally active companies. Within a company's own workforce or in cross-national cooperation between parent companies and subsidiaries, there is an increasing amount of collaboration. Therefore, companies have to deal more and more with the specifics of different cultures. The consideration of cultural and intercultural aspects is becoming an important success factor in entrepreneurial activities. This also applies to the company Uhlmann, which continues to expand its relations in the former emerging market India. India has undergone rapid economic development and is considered one of the largest and most promising growth markets of the present. For this reason, Uhlmann has opened a branch office in the country three years ago to gain a foothold in this country and maximize sales over there. Entering a country does not always happen without problems, as will be described in this paper on the basis of a critical incident that occurred to Uhlmann in India. Uhlmann, which will be presented in more detail later, is a manufacturer of machines for packaging pharmaceuticals in foil or aluminium packs, so-called blisters and medicine bottles.