Four Dimensions Of A National Culture

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Hofstede (1980) argues that people carry ``mental programs’’ that are developed and reinforced through their experience, and that these ``mental programs’’ contain a component of national culture. After analyzing the data from more than 40 countries, Hofstede (1980) concludes that these mental programs denote the existence of four underlying value dimensions along which these countries could be positioned into culture areas (Hofstede, 1980). These four dimensions are (Hofstede, 1980, 1983, 1984, 1985): 1 power distance, i.e. the extent of power inequality among members of an organizational society; [ 8 ] Low Sui Pheng and Shi Yuquan An exploratory study of Hofstede’s cross-cultural dimensions in construction projects Management Decision 40/1 [2002] 7±162 uncertainty avoidance, i.e. the extent to which members of an organizational society feel threatened by and try to avoid future uncertainty or ambiguous situations; 3 individualism and collectivism, which describes the relationship between the individual and the collectivity that is reflected in the way people live together; and 4 masculinity and femininity, i.e. the extent of roles division between sexes to which people in a society put different emphasis on work goals and assertiveness as opposed to personal goals and nurturance. These four dimensions are based on four fundamental issues in human societies within which every society has to find its particular answers. According to Hofstede (1980), they represent the basic elements of common structure in the cultural systems of the countries. Thus, they provide an important framework not only for analyzing national culture, but also for considering the effects of cultural differences on management and organization. This framework is especially useful for understanding people’s conceptions of an organization, the

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