![]() ![]() Cultures and organizations software of the mind: Intercultural cooperation and its importance for survival (3rd ed.). They typically resist independence because it fosters competition and confrontation instead of consensus. They emphasize membership in organizations, groups, and teams they encourage acceptance of group values, duties, and decisions. Members of high-context cultures are more collectivist. They believe in individual action and personal responsibility, and they desire a large degree of freedom in their personal lives. They believe that initiative and self-assertion result in personal achievement. Members of low-context cultures, particularly North Americans, tend to value individualism. ![]() Collectivism Īn attitude of independence and freedom from control characterizes individualism. (2013) define the dimensions of individualism and collectivism, low and high power distance, and short- and long-term time orientation: 1. The map images have been retrieved from Geert Hofstede’s website: Unless otherwise specifically noted, the tables within this chapter have been retrieved from Cultures and Organizations Software of The Mind: Intercultural Cooperation and Its Importance for Survival by Geert Hofstede, Gert Jan Hofstede, and Michael Minkov, under Canada’s fair use guidelines. It is also important to understand that cultural dimension “scores” must be understood in relational terms in other words, the “score” is only meaningful when compared and contrasted to another culture’s “score.” ![]() Always remember that a discussion of culture is necessarily a discussion of generalizations (sometimes called “prototypes” or “cultural patterns”) and so the “score” of a particular culture is not necessarily representative of the values of every member of that community. In other words, the polar opposite ends of the value continuums simply indicate different values NOT different levels of ethics or morality and no score is better or worse than another.Įvaluating where a culture sits on the spectrum of each of these dimensions can assist you in determining if the culture is a predominantly high-context or low-context culture. The scores simply show how much importance a culture places on a particular value. ![]() A higher or lower “score” on any dimension is not “good” or “bad”. When you evaluate a culture based on one of the dimensions, you can picture the culture’s “score” as being a point along a line, but it is critical to to not ascribe a value judgement to a culture’s “score”. It is important to understand that each dimension is a spectrum, and a culture falls somewhere between the two extreme ends of that spectrum there are no 100% absolutes. He then created six “dimensions” or “value continuums.” By studying a culture, you can determine where it “sits” on each of the six continuums and then compare it to where another culture “sits” on the same continuum. He studied different cultures and determined that cultures differ according to how much importance they place on a particular value. Professor Geert Hofstede created a framework in the 1980s for understanding cultural differences. Define Hofstede’s six dimensions of culture (Guffey et al., 2013, p.After completing this chapter, you will be able to: ![]()
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