1.
Cultural dimensions based on how we
relate to other people
Universalist & Particularist

2.
Particularists
 Interpret rules in context
 Context often relationships
 Obligations to friends and family

3.
Universalists
 Rules are rules
 Applied everywhere and everytime
 Exceptions lead to corruption

4.
Points of Contention 1
 Universalists may see particularists as
 Nepotists
 Corrupt
 Untrustworthy
 Unpredictable
 Chaotic

5.
Points of Contention 2
 Patricularists may see universalists as
 Inflexible
 Cold
 Legalistic
 Not team players / disloyal

6.
Contracts
 Encourage good behaviour
 Show lack of trust
 Good working relationship
 Bad working relationship
 Definative
 Guideline
 Fixed
 Contigent on circumstances

7.
Trips & Negotiations
 Particularists
 Need time
 Suspicious when hurried
 Time invested now is time saved later

8.
Head Office & Corporate Policy
 Universalists
 Centrally controlled policy = global success
 Particularists
 Local boss over HQ
 Relationships are long-lasting and close
 Distancing from HQ
 Pretence at compliance

9.
Reward Systems
 Univeralists
 Global systems fair, predictable and equitable
 Particularists
 Global systems can‘t capture the local story
 Create local work-arounds to appear to fit
centralised system

10.
Reconciling
Apply = equity &
consistancy...
Don‘t want
rigidity or
bureaucracy...
Promote
flexibility for
particular
circumstances...
Don‘t want
chaos or lose
direction...
Central
guildlines
local
adaptations

11.
Dealing with Universalists
 Expect ‘rational’ & ‘professional’ approach
 Don’t take ‘let’s get down to business’ attitude as
an insult
 Be prepared to work with a legal team

12.
Dealing with Particularists
 Expect indirect approach
 Small talk is not small talk
 Consider the importance of and impact on person
relations when using legal tools

13.
The End
Based on the work of Fons Trompenaars & Charles
Hampden-Turner: Riding the Waves of Culture.
Bachelorinternationalmanagement.eu
Michael Medlock MBA