Site map

• What is culture?
• Hofstede's study
• Problems associated with cross-cultural research
• Hofstede's findings
• Arguments against hofstede
• Arguments in support of hofstede
• A two-country analysis using hofstede
• Recommendations for further research

Hofstede's study

   Geert Hofstede's gargantuan research effort commencing in 1980 is the most celebrated of its kind. The study comprised 116,000 questionnaires, from which over 60,000 people responded from over 50 countries. Hofstede worked with IBM (at the time identified as Hermes) staff over the years 1967 to 1978 to obtain this research. From the data he obtained he provided a factor analysis of 32 questions in 40 countries. From this he identified four bipolar dimensions (Power Distance; Individualism/Collectivism; Uncertainty Avoidance; Masculinity/Feminity), which became the basis of his characterisations of culture for each country.

   A subsequent study conducted by Hofstede and Bond introduced a fifth element 'Confucian Dynamism' or 'Long/Short Term Orientation', which was an attempt to fit the uncertainty avoidance dimension into the Asian culture.

   Hofstede's research has had a remarkable effect on academics and practitioners alike. Hofstede's model has been instrumental in the implementation of many business systems, including: compensation practices; budget control practices; entrepreneurial behaviour; training design; conflict resolution; workgroup dynamics and performance; innovation; leadership styles; management control systems; participative management and of course many other cross-cultural issues.