an example of how one manages in a global environment.
Hofstede's (1980) five dimensions of culture represent traits and behaviors that might cut across cultures. Individualism versus collectivism differentiates between the former as a mental set in which people see themselves first, as individuals and believe that their own interests and values take priority. Collectivism refers, in contrast, to the feeling that the group or society should take precedence over the individual.
Power distance is defined by Hofstede (1980) as the extent to which members of a culture accept the notion that members have different levels of power; high power distance suggests that people make decisions simply because they are the leader; acceptance or tolerance of this distinguishes between cultures. On the dimension of uncertainty, cultures are seen by Hofstede (1980 and others (Brislin, 1993) as either tolerant or intolerant of uncertainty, which shapes their response to change and innovation.
A time orientation also distinguishes between cultures. Some groups have a short-term time orientation, characterized be demands for immediate results and a low propensity toward savings; others, with a long or longer-term time orientation, have a tendency toward thrift and weak expectation for quick returns on investments or work. Finally, cultures tend to be either masculine (valuing assertiveness) or feminine (valuing nurturing, concern for others and the development of relationships (Hofstede, 1980).
Three are, invariably, shades of difference on each of these dimensions. Hofstede (1980) noted that few countries or cultures present absolutes on any single dimension. Varying degrees of a particular attribute may render cultures less different than might appear to be the case. Further, Brislin (19930 pointed out that globalization and the greater degree of interconnectivity made possible by new technologies and the free flow of goods and...