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Abstract
This study draws oti the tiational cultural ditnensiotis of power distatice, individualism,
atid Confucian dynamism to predict and explain differences in philosophies for, and
approaches to organizational design and management planning and control systems in
Australia and the US, representing Anglo-American nations, and Singapore and Hong
Kong, representing the 'five dragons' of East Asia. Data were gathered by survey
questionnaires mailed to senior accounting and finance executives in 800 organizations.
The results were largely as predicted and, in general, provide support for the importance
of national culture in influencing organizational design and management planning and
control systems. In particular, the cultural values of Anglo-American society relative to
East Asian society are associated with a greater emphasis on decentralization and
responsibility centres in organizational design, and a greater emphasis on quantitative and
analytical techniques in planning and control. By contrast, the cultural values of East
Asian society are associated with a greater emphasis on long-term planning and on group
centred decision-making. The results are important to managers in global organizations
who need to understand the cultural bases of observed differences in organizational
and management planning and control practices in Anglo-American and East Asian
nations.
I. Introduction
The transferability of organizational and management planning and
control systems across nations is an issue of increasing importance as
movement towards the globalization of business and economies con-
tinues. In particular, the questions of whether and how different national
cultures give rise to differences in philosophies for, and approaches to.
The United States data for this project were gathered while the Macquarie University authors were
Visiting Researchers in the Graduate School of Management, University of California, Irvine in 1991.
The assistance of Professor Dennis Aigner, Dean of the Graduate School is gratefully acknowledged
in facilitating the collection of these data. We would also like to thank the two anonymous reviewers
for their helpful comments and suggestions..
© Basil Blackwell Ltd. 1995, 108 Cowley Road. Oxford 0X4 IJF. UK and 238 Main Street. Cambridge, MA 02142, USA.
Influence of Culture on Organizational Design and Planning 243
organizational design and planning and contrQl systems have been the
subject of a number of studies in recent years (Daley et al., 1985; Chow et
al., 1991; Shields et al., 1991; Frucot and Shearon, 1991; Harrison, 1992,
1993).
A significant early study in this area was that of Daley et al. (1985),
who examined the attitudes of Japanese and United States (US) managers
and controllers towards twelve aspects of budgeting and control systems
design. Daley et al. found differences in attitudes in respect of some of the
budget and control systems practices, but similarity of attitudes in respect
of others. Importantly, Daley et al.'s findings contradicted their hypotheses
in respect of the predicted direction of difference in attitudes between the
Japanese and US managers and controllers in 7 of the 12 aspects. The
authors noted, in possible explanation of this, that their hypotheses had
been based on 'fairly common statements about attitudes in the US and
Japan' (Daley et al., 1985, p. 105), and that these statements may not have
been valid.
Another characteristic of the Daley et al. (1985) study is that, while it
was highly insightful in raspect of differences and similarities in attitudes
between Japan and the US, its findings were restricted to those two nations
alone. This is because the hypotheses were based on prior statements and
assertions about observed differences in attitudes between Japan and the
US, rather than on the instrinsic and componential cultural determinants
of those differences.
In the absence of working from componential determinants, cross-
national studies are restricted to describing differences between practices
and/or attitudes in the nations actually studied. Such studies cannot explain
the reasons for the differences (or similarities), nor can they predict or
seek to generalize their results to other nations which may have similar or
different cultural components.
In recognition of this limitation, many subsequent cross-national
studies in both the financial and management accounting areas have been
based on the explicit incorporation and examination of the cultural vari-
able (see, for example, Soeters and Schreuder, 1988; Chow et al., 1991;
Frucot and Shearon, 1991; Harrison, 1992, 1993). In particular, these
studies have heeded the call in the cross-cultural psychological and
organizational literature that cross-cultural research should 'unbundle' or
'unpackage' the cultural variable into its subcomponents, which can then
provide the basis for theoretical prediction and explanation of relations
between culture and other variables of concern (Bhagat and McQuaid,
1983; Child, 1981).
@ Basil Blackwell Ltd. 1993.
244 G. Harrison, J. McKinnon, S. Panchapakesan and M. Leung
This study is set within that framework, and examines the way in which
national culture, 'unbundled' into appropriate components, is associated
with differences in philosophies for and approaches to, organizational
design and management planning and control systems in different nations.
The organizational design issues that we examine are concentration of
authority (decentralization/centralization), and use of responsibility centres.
In respect of management planning and control systems, we examine the
effect of national culture on; (i) the emphasis on quantitative techniques,
(ii) the planning time horizon (short-term and long-term planning), (iii)
group or individual centred decision-making, and (iv) formalization of
control. These issues of organizational design and planning and control
systems are drawn from Khandwalla (1977) and Daley et al. (1985), and
are not exhaustive of such systems. Other important issues, such as
budgetary participation, emphasis on budgets in performance evaluation,
compensation, etc., have been the subject of other cross-cultural research
(Frucot and Shearon, 1991; Harrison, 1992, 1993; Chow et al., 1991).
The nations we examine are Australia, the US, Singapore, and Hong
Kong. Taken together, Australia and the US represent western societies of
Anglo-American origin, and Singapore and Hong Kong constitute two of
what are sometimes called the 'five dragons' of East Asia (Hofstede and
Bond, 1988, p. 5).' As such, Australia and the US combined, compared to
Singapore and Hong Kong combined, represent important clusterings of
nations which share many cultural characteristics within the clusterings,
but contrast on many such characteristics across the clusterings.^
The concept of culture, and the cultural components and characteristics
which distinguish Australia and the US on the one hand, and Singapore
and Hong Kong on the other, are discussed in the next section of the paper.
Following that, hypotheses about differences in philosophies and approaches
to organizational design and planning and control systems in Australia/US
compared to Singapore/Hong Kong are developed, based on the cultural
components and characteristics. The method is then presented, followed
by a discussion of the results and conclusions of the study.
nations), and the fourth because of its particular potential to polarize and
distinguish nations in eastern and western groupings. By contrast, the
results of the surveys suggest that uncertainty avoidance is not a dimen-
sion applicable to western/eastern comparative studies, but rather is re-
stricted to those studies comparing western nations only.
Hofstede and Bond (1988, pp. 19-20) contend that the non-universality
of uncertainty avoidance and Confucian dynamism reflects a philosophical
divide between western and eastern nations, based on the acceptance or
rejection of an ultimate truth. They argue that western societies believe in
the existence of an ultimate truth and, therefore, are stimulated to search
for such truth. They cite the tenets of the religions of Judeaism, Christ-
ianity and Islam as reflections of such a belief. By contrast, eastern societies
are argued to reject the assumption of an ultimate truth.
Human truth is seen as partial, so that one truth does not exclude its opposite.
This is why people in the East can readily adhere to more than one religion or
philosophical school at the same time (Hofstede and Bond, 1988, p. 20).
The studies of Hofstede (1980) and Hofstede and Bond (1988) scored and
ranked each of 53 nations on power distance (PD), individualism (IDV),
uncertainty avoidance (UA) and masculinity (MAS), and 20 on Confucian
dynamism (CD). The studies show that Australia and the US are high IDV
and low PD, contrasting sharply with Singapore and Hong Kong, which
are low IDV and high PD. The latter two nations are high CD compared
to a low score and ranking for Australia/US. The difference between
Australia/US on the one hand, and Singapore/Hong Kong on the other, are
sharpest for these three cultural dimensions.'
Organizational design
The aspects of planning and conbol that we examined were: (i) the
emphasis on quantitative techniques, (ii) the planning time horizon (short-
term versus long-term), (iii) group or individual centred decision-making,
and (iv) formalization of control.
The Planning Time Horizon: It is expected that S/HK will place greater
emphasis on long-term planning than will A/US. The cultural dimensions
of CD and IDV are both relevant here. A major distinguishing feature of
nations high on CD, compared to those which are low, is their greater
orientation to the future (Hofstede and Bond, 1988, p. 16). S/HK are two
of the five highest ranking nations on this dimension, while A/US have
low rankings.
A major distinguishing feature of high and low IDV societies is the
perceived pre-eminence of the interests and welfare of the individual over
the group in the former society, and the belief in the subjugation of
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Influence of Culture on Organizational Design and Planning 251
p. 160) and 'policies and practices should allow for individual initiative'
(Hofstede, 1980, p. 173). Hypothesis 5 is as follows.
H5: There is a greater emphasis on individual (versus group) centred
decision-making in A/US compared to S/HK.
IV. Method
Data were gathered by survey questionnaires mailed to senior accounting
and finance executives in 800 organizations, 200 in Australia, the US,
Singapore and Hong Kong. The organizations were randomly selected
from the relevant business directories.^* The US data were gathered in the
latter months of 1991 and the data for the other three countries in 1992.
The business directories provided both functional/positional titles and
the names of the incumbents of those positions, and all questionnaires
were addressed personally to the selected respondents. For the Australian
and US samples, 'phone calls were made to each organization prior to the
mailing to confirm names and positions. In those instances where there
had been a change of personnel since the printing of the directory, the
name ofthe new incumbent was obtained and used. This confirmation was
not feasible economically for the Singapore and Hong Kong samples.
The questionnaire elicited the required data and measures in the fol-
lowing way.^ The cultural dimensions of power distance, individualism,
uncertainty avoidance, and masculinity were measured using the relevant
questions from Hofstede's Value Survey Module (Hofstede, 1980,
pp. 419^22). No measure of the Confucian dynamism dimension can be
made from the Values Survey Module. This dimension cannot be scored
©Basil Blackwell Ltd. 1995.
Influence of Culture on Organizational Design and Planning 253
V. Results
Of the 200 questionnaires distributed in each of Australia, the US,
Singapore and Hong Kong, the numbers (percentages) returned were 140
(70%), 104 (52%), 65 (32.5%) and 55 (27.5%) respectively. These response
rates were obtained from one mailing only. Cost and the preservation of
confidentiality precluded a follow-up mailing, and it was not possible to
assess any potential non-response bias. The higher response rates in
Australia and the US are likely to have resulted in large part from the
telephone calls made to each company prior to mailing to confirm the
currency, names and titles of the respondents drawn from the directories.
This telephone confirmation was not feasible for Singapore and Hong
Kong.
The lower response rate for these latter nations is not inconsistent with
the comments and findings of Seah (1991) and Ang et al. (1986), cited in
Gul and Chia (1993, p. 12). Seah (1991, p. 12) notes an 'expected retum
of 25% for most postal surveys' in Singapore, and Ang et al. (1986)
attribute low retum rates in Singapore and, by extension, other high power
distance societies, to the cultural orientatipn of companies in those nations.
Although our response rates for Singapore and Hong Kong are consistent
with these findings, nonetheless the potential affect on generalizability of
the results from these samples must be acknowledged.
To verify that the respondent samples were drawn from A/US and S/HK
cultures, measures of the cultural dimensions of PD, IDV, UA, and MAS
were taken. Table 1 shows the country scores calculated from the respond-
ent samples, and compares them with the country scores reported by
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Influence of Culture on Organizational Design and Planning 255
Hofstede (1980). The PD and IDV scores calculated from the present
sample are generally in accord with those of Hofstede (1980), and provide
support that the respondent samples were representative of their nations'
cultures. The IDV scores computed for A/US and S/HK are not as far
apart as those of Hofstede (1980), with the scores for Australia and the US
being lower than Hofstede (1980) and those for Singapore and Hong Kong
being higher. This is consistent with the recent studies of Chow et al.
(1991) and Harrison (1992, 1993). Harrison, for example, reported IDV
scores of 69 and 36 for Australia and Singapore respectively.'
The UA scores do not demonstrate the higher A/US and lower S/HK
effect found by Hofstede (1980). This variation may reflect the probable
inapplicability, discussed earlier in the paper, of the western developed
instrument for, and the concept of, uncertainty avoidance in eastern nations.
The MAS calculations show some similarity with Hofstede's (1980) scores,
although the score for Singapore is at variation. As noted earlier, no
measure of the CD dimension could be made. Here, we must rely on the
demographic data obtained from the respondents, and on Hofstede and
Bond (1988) to support that the samples were representative of low CD
(A/US) and high CD (S/HK) cultures.
For the purposes of the present study, the general consistency of the PD
and IDV scores is important as these, together with CD, are the main
cultural characteristics drawn on in the development of the hypotheses.
Neither UA nor MAS are relied on in the theory development. However,
the general similarity of UA and MAS scores across the respondent
samples for all four countries lends comfort that these dimensions are
unlikely to influence the results of the study.
Power Distance 32 11 13 59
[Range = 11 to 94]* (36)** . (40) (74) (68)
Individualism 78 75 46 50
[Range = 12 to 91] (90) (91) (20) (25)
Uncertainty avoidance 61 55 52 63
[Range = 8 to 112] (51) (46) (8) (29)
Masculinity 47 50 14 54
[Range = 5 to 95] (61) (62) (48) (57)
* Numbers in square brackets are the range of scores reported by Hofstede (1980) for each
dimension.
** Numbers in parentheses are the scores reported by Hofstede (1980) for the sample nations.
©Basil Blackwell Ud. 1995.
256 G. Harrison, J. McKinnon, S. Panchapakesan and M. Leung
Organizational design
Table 2 shows the mean, observed range, and standard deviation for each
organizational design variable in hypotheses 1 and 2 for each of the
grouped nations, A/US and S/HK. As a single item question was used for
each variable, no reliability statistics can be computed. The t-statistics
calculated for a comparison of means between A/US and S/HK for each
variable are also shown, as are the predicted directions of differences.
As predicted in HI, a greater emphasis was placed on decentralization
in A/US compared to S/HK (t = 2.64, p = 0.005). Also, as predicted in H2,
A/US demonstrated greater incidence of responsibility centres than S/HK
in both profit centre (t = 5.70, p = 0.000) and cost centre (t = 6.47,
p = 0.000) form.
Concentration of Authority
VI. Conclusions
The results of this study generally provide support for the influence of
national culture on philosophies for, and approaches to, organizational
design and management planning and control systems. In particular,
differences in the cultures of Anglo-American and East Asian nations were
shown to be associated with differences in organizational design charac-
teristics and the design characteristics of planning and control systems.
Of six hypotheses relating the differential cultural components of Aust-
ralia and the US (as Anglo-American nations), and Singapore and Hong
Kong (as East Asian nations), to specific design characteristics, the results
for five were significant and in the predicted direction. These were the
greater use of decentralization and responsibility centres in organizational
design in Australia and the US compared to Singapore and Hong Kong;
and the greater emphasis on long-term planning, the greater emphasis on
group centred decision-making, and the lesser emphasis on quantitative
techniques in Singapore and Hong Kong compared to Australia and the
US. The result for the other hypothesis (the formalization of planning and
control) was in the predicted direction, although not significant.
The results of this study have implications for management practice and
research. There is a practical relevance to managers in Anglo-American
nations interested in understanding the differences they see in approaches
to organizational design and planning and control systems in East Asian
countries (and vice-versa). Although the study examined only four nations,
the fact that it was based on the components of culture in those nations
© Basil Blackwell Ud. 1995.
Influence of Culture on Organizational Design and Planning 259
means that the results are not restricted to the four nations alone. Rather,
they can be extrapolated to understand or explain similarities and differ-
ences in organizational design and planning and control systems in other
nations which cluster with the nations studied in respect of their cultural
components.
Notes
1, The other three dragons are Taiwan, South Korea and Japan,
2, Hofstede (1983) notes the cultural commonalities existing among the Asian nations
including not only the 'five dragons', but also Thailand, the Philippines, Malaysia and
Indonesia. The cluster including Australia and the US also includes Great Britain, Canada
and New Zealand,
3, Hofstede (1984) provides a number of useful graphs which depict the relative
location of a variety of nations on the cultural dimensions,
4, The characteristics chosen to represent formalization of planning and control are
drawn from Khandwalla (1977, p. 649, pp. 684-5), and are detailed in the Method section,
5, The Australian sample was drawn from companies in the Sydney metropolitan area
listed in Riddell's The Business Who's Who ofAustralia (\99\). The US sample was drawn
from the Orange County Business and Industrial Directory (1990/91) and the Southern
California Business Directory and Buyer's Guide (1991), published by the Orange County
and Los Angeles Area Chambers of Commerce respectively, and covering Southern
California from Los Angeles to San Diego, The Singapore sample was drawn from the
Times Business Directory of Singapore (1992), and the Hong Kong sample from Dun's
Guide: Registry of Hong Kong Traders (1991/92),
6, The organizations were drawn from a wide range of industries in each country in
order to randomize out any confounding effect of industry on organizational design or
planning and control systems.
7, A copy of the questionnaire is available from the Macquarie University authors.
8, Khandwalla's (1977) questions have also been drawn on in other studies of organ-
izational and accounting systems design. See, for example, Gordon and Narayanan (1984),
9, The higher IDV scores found for Singapore and Hong Kong in recent studies
compared to Hofstede's original study may be associated with changes in the wealth of
those nations over the last quarter century, Hofstede (1983, pp, 79-80) notes the statistical
relation between IDV and wealth, and Hofstede and Bond (i988, p. 5) note the substantial
increase in wealth in Singapore and Hong Kong over the 20 years since Hofstede's data
were gathered in the late 1960s and early 1970s,
However, Franke et al, (1991, p, 169) note that while Hofstede (1980) found a statistical
association between IDV and level of attained wealth, no relation was found between IDV
and economic growth in the decade prior to IDV measurement. They suggest that while
the first of these associations 'supports an interpretation of individualism as a dependent
variable, a cultural quality determined by economic attainment, but not by recent changes
in it' (Franke et al., 1991, p, 169), the absence ofthe second relation supports the altern-
ative view of culture as an independent variable in the process of economic growth. Con-
sequently, Franke et al, (1991) examine and find support for an association between cultural
factors and subsequent, rather than prior economic growth.
Therefore, although the increased wealth in Singapore and Hong Kong over the last
20 to 25 years may be a reason why respondent samples in contemporary studies produce
higher scores for IDV than previously, the Franke et al, (1991) paper demonstrates that the
© Basil Blackwell Lid. 1995.
260 G. Harrison, J. McKinnon, S. Panchapakesan and M. Leung
direction and timing of causation in the relations among culture, wealth, and wealth
creation through economic growth, are complex. It should also be noted that the sample
sizes used in Hofstede's original survey were much larger than those in the current study
and in the studies of Chow et al, (1991) and Harrison (1992, 1993).
10, The three aspects of quantitative techniques were analysed separately for produc-
tion control, inventory control, and capital investment analysis. Although a combined measure
was not used in the analysis, the alpha reliability coefficient (Cronbach, 1951) for the three
items was 0,64.
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Influence of Culture on Organizational Design and Planning 261