Intervention IAE Aix - Théorie Des Dimensions Interculturelles VEtudiant

2/3/2015
A journey through the

cultural dimensions
theories
Charles FEVRET
HR Management Consultant
Goals of this course

• Understand the concept of culture according to
Geert Hofstede
• Understand national and organizational culture

according to the cultural dimensions theory
• Be able to step back on your own culture and

understand what is at stake in its specificities
• Be able to identify the gap between you culture and

another one, without emitting judgments
MSc HR & Relationship Management
I. The definition of culture
II. National cultures
III. Organisational cultures
IV. Wrap up
V. Practical workshop
VI. Appendix
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Any idea?

Three levels of human uniqueness
• Culture is the collective programming of the mind
(Geert Hofstede)
Specific to Inherited and

individuals Personality learned
Specific to group Culture Learned

or category
Universal Human Nature Inherited

Manifestation of culture
• The sum of the “values, rituals, symbols, beliefs, and thought
processes, that are learned, shared by a group of people, and
transmitted from generation to generation.” (Geert Hofstede)
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Layers of culture
Regional and/or
Organizational
ethnic and/or
or corporate
religious and/or
level
linguistic
affiliation level
Generation level
Gender level
Etc…

Understanding cultural theories: what for?
“People don't care how much you know until they know how much you care.”
Theodore Roosevelt
IV. Wrap up
VI. Appendix
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Geert Hofstede
• Dutch Anthropologist born in 1928
• Cross-Cultural Researcher.
• Ph.D. in Social Science, Groningen University.
• Research on International Business, management, and cooperation.
• In 2009 a group of European schools jointly teaching international

communication has named itself the Geert Hofstede Consortium.
• In September 2011, Geert was knighted by order of Her Majesty, Beatrix,

Queen of the Netherlands.
• Websites:
ww.geert-hofstede.com

Geert Hofstede paradigm: 4D / 5D / 6D
• The result of 15 years of research by the professor Geert
Hofstede
• How: A survey led at IBM in 72 countries which started in

the 1960s (4D)
• Evolutions: The Chinese Value Survey questionnaire in 1979

(5D)
• Update with the relation to happiness in 2010 (6D)
• Since then: More than 60 counter enquiries have validated

the model. In particular: the World Value Survey

Geert Hofstede dimensions correlated with other variables
Economic growth
Birth rates
Shopping
Occupation School
Health Care
Business Religion
Ideas
Business Workplace
Education The State
Family Optimism
Well-being
Internet Motivation
Sex
Well-being
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Power Distance Indicator (PDI)
The degree to which

the less powerful
members of a society
accept and expect
that power is
distributed unequally

Power Distance Indicator

Power Distance Indicator correlations
Economic growth
Shopping Birth rates
Occupation School
Health Care
Business Religion
Ideas
Business Workplace
Education The State
Family Optimism
Well-being
Internet Motivation
Sex
Well-being Social class
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Power Distance Indicator correlations

PDI Indicator world map

Individualism VS Collectivism (IDV)
The degree to which

individuals are
integrated into groups
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Individualism VS Collectivism (IDV)

IDV Indicator correlations
Economic growth Personality
Occupation School
Health Care
Business Religion
Ideas
Business Workplace
Education The State
Family Optimism
Well-being
Internet Motivation
Sex
Language

IDV Country comparison
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Masculinity VS Feminity (MAS)
The masculinity side represents a

preference in society for
achievement, heroism,
assertiveness and material
rewards for success. Society at
large is more competitive. Its
opposite, femininity, stands for a
preference for cooperation,
modesty, caring for the weak and
quality of life. Society at large is
more consensus-oriented.

Masculinity VS Feminity (MAS)

MAS Indicator correlations
Occupation School
Health Care
Business Religion
Ideas
Business Workplace
Education The State
Family Optimism
Well-being
Internet Motivation
Sex
Language
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MAS Country comparison

Uncertainty Avoidance Indicator (UAI)
The uncertainty avoidance

dimension expresses the
degree to which the
members of a society feel
uncomfortable with
uncertainty and ambiguity.

Corruption
UAI correlations
Occupation School
Health Care
Business Religion
Ideas
Business Workplace
Education The State
Family Optimism
Well-being
Internet Motivation
Sex
Language
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Uncertainty Avoidance Indicator (UAI)

UAI Country comparison

Long Term Orientation (LTO)
Societies who score low on this

dimension, for example, prefer
to maintain time-honoured
traditions and norms while
viewing societal change with
suspicion. Those with a culture
which scores high, on the other
hand, take a more pragmatic
approach: they encourage thrift
and efforts in modern education
as a way to prepare for the
future.
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LTO and the teaching of Confucius

Corruption
LTO correlations
Occupation School
Health Care
Business Religion
Ideas
Business Workplace
Education The State
Family Optimism
Well-being
Internet Motivation
Sex
Language

LTO country comparison
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Indulgence VS Restraint (IND)

Indulgence VS Restraint (IND)
Indulgence stands for a society

that allows relatively free
gratification of basic and natural
human drives related to
enjoying life and having fun.
Restraint stands for a society

that suppresses gratification of
needs and regulates it by means
of strict social norms.

Corruption
IND correlations
Occupation School
Health Care
Business Religion
Ideas
Business Workplace
Education The State
Family Optimism
Well-being
Internet Motivation
Sex
Language
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IND country comparison

IND country comparison
PDI MAS
LTO
UAI
IND
IDV
IV. Wrap up
VI. Appendix
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III. Organizational cultures

Manifestation of culture
• The sum of the “values, rituals, symbols, beliefs, and thought
processes, that are learned, shared by a group of people, and
transmitted from generation to generation.” (Geert Hofstede)

Definition
• Holistic
• Historically determined
• Related to antropologist study subject (rituals and symboles)
• Socially constructed
• Difficult to change
• « The collective programming of the mind that distinguishes the

members of one organizations from others » G. Hofstede

Case study: Heaven’s gate BV
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Organizational culture dimensions
Process-oriented Result-oriented
Employee oriented Job oriented
Parochial Professional
Loose control Tight control
Open system Closed system
Normative Pragmatic
IV. Wrap up
VI. Appendix
IV. WRAP UP
National culture dimensions
PDI MAS
LTO
UAI
IND
IDV
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IV. WRAP UP
Organizational culture dimensions
Process-oriented Result-oriented
Employee oriented Job oriented
Parochial Professional
Loose control Tight control
Open system Closed system
Normative Pragmatic
IV. Wrap up
VI. Appendix
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IV. Wrap up
VI. Appendix
Appendix
• Intercultural differences expressed in art
• Cultural integration theory

– Milton Bennet model
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Intercultural difference
expressed through art:
Exposition of Yang Lu is a Chinese artist
Tendance
Tourism
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Drinks
Feminine ideal
Old people’s lives
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Day to day life / way of thinking
INDIVIDUALISM / COLLECTISM
The boss’ place
POWER DISTANCE
Innovation
UNCERTAINTY AVOIDANCE
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Time
At a party
Social Network
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Expression of emotions
Queuing
Self esteem
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Sunday in the streets
At restaurant
Problem solving
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Opinions
Le modèle de BENNETT
« la clé du développement de la sensibilité

et des aptitudes nécessaires à la
communication interculturelle réside
d’abord dans la vision (perception) que
chacun entretient face aux différences
culturelles »
Le modèle de Bennett
• Stade ethnocentrique
– Le déni
– La défense
– La minimisation
• Stade ethnorelativiste
― L’acceptation
― L’adaptation
― L’intégration
De la résistance…à l’ouverture
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Questionnaire BENNETT
• Pour mesurer le stade de sensibilité
culturel un questionnaire d’une
cinquantaine de question est établi.
Plan d’action pour un développement

personnel.
• D’autres questionnaires existent, ils sont basés

sur les notions clefs de de Hall, Hofstede,
Trompenaars et Hamden-Turner
Stratégies d’évolution / Bennett
• De l'acceptation à l'adaptation : encourager

l'exploration intensive et la recherche [questionner
pour connaître l'autre cadre culturel]
• De l'adaptation à l'intégration : tout ce qui permet de

développer sa capacité d'empathie avec l'autre
culture ainsi que sa capacité de communiquer inter
culturellement.
• De l'intégration sans désintégration : préciser ou définir

un cadre d'éthique personnel, servir de médiateur
culturel où le fait de ne s'identifier complètement à
aucune culture en particulier sera considéré comme
un atout et non une faiblesse.
25

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2/3/2015

A journey through the

Goals of this course

• Understand national and organizational culture

• Be able to step back on your own culture and

• Be able to identify the gap between you culture and

MSc HR & Relationship Management

I. The definition of culture

II. National cultures

III. Organisational cultures

I. The definition of culture

MSc HR & Relationship Management

I. The definition of culture

Specific to Inherited and

Specific to group Culture Learned

Universal Human Nature Inherited

MSc HR & Relationship Management

I. The definition of culture

MSc HR & Relationship Management

I. The definition of culture

MSc HR & Relationship Management

I. The definition of culture

MSc HR & Relationship Management

I. The definition of culture

II. National cultures

III. Organisational cultures

II. National cultures

• Research on International Business, management, and cooperation.

• In 2009 a group of European schools jointly teaching international

• In September 2011, Geert was knighted by order of Her Majesty, Beatrix,

MSc HR & Relationship Management

II. National cultures

• How: A survey led at IBM in 72 countries which started in

• Evolutions: The Chinese Value Survey questionnaire in 1979

• Update with the relation to happiness in 2010 (6D)

• Since then: More than 60 counter enquiries have validated

MSc HR & Relationship Management

II. National cultures

MSc HR & Relationship Management

II. National cultures

The degree to which

MSc HR & Relationship Management

II. National cultures

MSc HR & Relationship Management

II. National cultures

Well-being Social class

MSc HR & Relationship Management

II. National cultures

MSc HR & Relationship Management

II. National cultures

MSc HR & Relationship Management

II. National cultures

The degree to which

MSc HR & Relationship Management

II. National cultures

MSc HR & Relationship Management

II. National cultures

MSc HR & Relationship Management

II. National cultures

MSc HR & Relationship Management

II. National cultures

The masculinity side represents a

MSc HR & Relationship Management

II. National cultures