Looking at the pros and cons of three major culture theories today - GLOBE, Hofstede and Trompenaars. This paper also looks at the impact culture has on military transition.
IMC 610 Integrated Marketing Communication Plan for KmartStephanie Marchant
Integrated Marketing Communications plan for Kmart. The target audience of female shoppers between the ages of 18 and 45 is the focus of the proposed campaign and a great deal of research has been completed to identify and utilize Kmart’s strengths, weaknesses, opportunities and threats to prepare a plan most beneficial to the organization. Objectives and tactics have been designed to fall in line with Kmart’s mission and values. This detailed plan includes marketing, creative, media, and public relations strategies, as well as direct marketing and sales promotions suggestions. A comprehensive budget and media plan flowchart map out the campaign and the proposed measurement and evaluation plan will assess the campaign upon completion.
Developing strategic operations in an organization is liable to develop effective regulative operations within the company and the output of such implementation can be assessed through its adoption in the market. Hence, the assignment has investigated assessing various areas of operational perspectives of Unilever. Therefore, finding the reason behind the success of the organization that is implicating on its services is the core focus of the assignment. Initiation of the assignment is focused on analyzing Unilever’s capabilities that relates to key success factors of the organization. proceeding through Unilever’s stakeholder integration, the cultural diversity in the organization is also aimed to be discussed within the assignment. Finally, the assignment has aimed in developing suggestions depending on the study that it will make through the course of discussion considering its effects on the growth of the company.
This report provides an analysis regarding the identification and evaluation of the strategies that H&M might adopt for increasing its investments and growth by utilizing BCG model and for prioritizing the investments by exploiting GE McKinsey, Ashridge model and the analysis from the strategic review. Moreover, for the growth of the company, among the available frameworks, the one of Blue Ocean Strategy was implemented because a free space of innovation was identified. Furthermore, H&M’s internationalization opportunities were found by assessing the attractiveness of the market through PESTEL analysis, CAGE framework and competitive characteristics. Finally, the report provides a detailed analysis for areas of internal improvements, what the company should plan for developing them and how is going to supervise the process.
Case Study: Unilever Social Media Strategy – Internal Digital Social Platform...Rajesh Prabhakar
Unilever launched an internal companywide social media campaign Project Sunshine that shifted from different marketing campaigns for individual products in different countries to a new strategy that promotes the brands' social-mission stories and urges consumers to make small changes in their own lives—changes that generally involve buying Unilever products.
IMC 610 Integrated Marketing Communication Plan for KmartStephanie Marchant
Integrated Marketing Communications plan for Kmart. The target audience of female shoppers between the ages of 18 and 45 is the focus of the proposed campaign and a great deal of research has been completed to identify and utilize Kmart’s strengths, weaknesses, opportunities and threats to prepare a plan most beneficial to the organization. Objectives and tactics have been designed to fall in line with Kmart’s mission and values. This detailed plan includes marketing, creative, media, and public relations strategies, as well as direct marketing and sales promotions suggestions. A comprehensive budget and media plan flowchart map out the campaign and the proposed measurement and evaluation plan will assess the campaign upon completion.
Developing strategic operations in an organization is liable to develop effective regulative operations within the company and the output of such implementation can be assessed through its adoption in the market. Hence, the assignment has investigated assessing various areas of operational perspectives of Unilever. Therefore, finding the reason behind the success of the organization that is implicating on its services is the core focus of the assignment. Initiation of the assignment is focused on analyzing Unilever’s capabilities that relates to key success factors of the organization. proceeding through Unilever’s stakeholder integration, the cultural diversity in the organization is also aimed to be discussed within the assignment. Finally, the assignment has aimed in developing suggestions depending on the study that it will make through the course of discussion considering its effects on the growth of the company.
This report provides an analysis regarding the identification and evaluation of the strategies that H&M might adopt for increasing its investments and growth by utilizing BCG model and for prioritizing the investments by exploiting GE McKinsey, Ashridge model and the analysis from the strategic review. Moreover, for the growth of the company, among the available frameworks, the one of Blue Ocean Strategy was implemented because a free space of innovation was identified. Furthermore, H&M’s internationalization opportunities were found by assessing the attractiveness of the market through PESTEL analysis, CAGE framework and competitive characteristics. Finally, the report provides a detailed analysis for areas of internal improvements, what the company should plan for developing them and how is going to supervise the process.
Case Study: Unilever Social Media Strategy – Internal Digital Social Platform...Rajesh Prabhakar
Unilever launched an internal companywide social media campaign Project Sunshine that shifted from different marketing campaigns for individual products in different countries to a new strategy that promotes the brands' social-mission stories and urges consumers to make small changes in their own lives—changes that generally involve buying Unilever products.
The Denison Culture Model is a way of looking at an organization to identify, codify and understand organizational culture. This overview sums up the model.
In the new economy, Brand Love is the new currency, with marketing shifting to building big ideas, leveraging purpose-driven stories that are in the moment, creating consumer experiences that people talk about, managing ubiquitous purchase moments all helping to steer the brand’s reputation. Marketing has to focus on creating a brand reputation with consumers, and equally creating an organizational culture that reflects the brand’s soul. Instead of shouting your message at every consumers, the best brands confidently whisper to those most motivated by what they do, who then scream with influence to their friends. In the new world, the best brands now fight for a place in the minds and hearts of consumers.
Integrated Marketing Communications Proposal Kate LaCorte
Inspiring and Engaging Millennials to Join Make-A-Wish Michigan's Wish Granting Mission with an Integrated Marketing Communication Campaign. Created as a final Master's capstone project at West Virginia University.
Culture is an important element embedded in the society in a firm manner. By nature, culture is known to be extremely complex and dynamic and is known to be having a significant impact on every single element, party and authority of the society. Culture is also known to be having a major contribution in the success of business organizations. Performance of business activities at the international level can contribute in providing new opportunities for business that can be exploited in order to initiate growth and earn more amount of profit. However, it is important to note that it is not an easy task and is affected by a number of challenges and risks that have to be dealt with by the business in order to be successful in the international market. One of such challenge is the barriers of culture. Differences in culture are known to be having differences in values, and at times, these differences end up being stark. In the business organizations, styles of marketing and communication are different in accordance with different cultural values. As a significant example, politeness being considered in the United States of America may not be considered polite in China. Hence, in order to deal with this problem, it is extremely important for learning the intricacies in culture with respect to the place at which business is being conducted.
Amanda Rendle, Global Head of Marketing, HSBC Commercial Bank, originally shared this presentation at LinkedIn FinanceConnect:14 in New York City.
HSBC’s Commercial Bank is devoted to creating opportunity for international aspirant businesses through facilitating global connections. Learn how HSBC CMB built a global content ecosystem that helps customers and prospects grow their businesses through an intelligent integrated program. See how they leveraged their Global Connections portal, a Global Connections group on LinkedIn, content rich media, and "in-feed" snackable content – to better service their customers.
This assignment look at the role of HR within Tescos supermarkets and further looks at how this role could be improved to better-meet the organisations objectives.
The Denison Culture Model is a way of looking at an organization to identify, codify and understand organizational culture. This overview sums up the model.
In the new economy, Brand Love is the new currency, with marketing shifting to building big ideas, leveraging purpose-driven stories that are in the moment, creating consumer experiences that people talk about, managing ubiquitous purchase moments all helping to steer the brand’s reputation. Marketing has to focus on creating a brand reputation with consumers, and equally creating an organizational culture that reflects the brand’s soul. Instead of shouting your message at every consumers, the best brands confidently whisper to those most motivated by what they do, who then scream with influence to their friends. In the new world, the best brands now fight for a place in the minds and hearts of consumers.
Integrated Marketing Communications Proposal Kate LaCorte
Inspiring and Engaging Millennials to Join Make-A-Wish Michigan's Wish Granting Mission with an Integrated Marketing Communication Campaign. Created as a final Master's capstone project at West Virginia University.
Culture is an important element embedded in the society in a firm manner. By nature, culture is known to be extremely complex and dynamic and is known to be having a significant impact on every single element, party and authority of the society. Culture is also known to be having a major contribution in the success of business organizations. Performance of business activities at the international level can contribute in providing new opportunities for business that can be exploited in order to initiate growth and earn more amount of profit. However, it is important to note that it is not an easy task and is affected by a number of challenges and risks that have to be dealt with by the business in order to be successful in the international market. One of such challenge is the barriers of culture. Differences in culture are known to be having differences in values, and at times, these differences end up being stark. In the business organizations, styles of marketing and communication are different in accordance with different cultural values. As a significant example, politeness being considered in the United States of America may not be considered polite in China. Hence, in order to deal with this problem, it is extremely important for learning the intricacies in culture with respect to the place at which business is being conducted.
Amanda Rendle, Global Head of Marketing, HSBC Commercial Bank, originally shared this presentation at LinkedIn FinanceConnect:14 in New York City.
HSBC’s Commercial Bank is devoted to creating opportunity for international aspirant businesses through facilitating global connections. Learn how HSBC CMB built a global content ecosystem that helps customers and prospects grow their businesses through an intelligent integrated program. See how they leveraged their Global Connections portal, a Global Connections group on LinkedIn, content rich media, and "in-feed" snackable content – to better service their customers.
This assignment look at the role of HR within Tescos supermarkets and further looks at how this role could be improved to better-meet the organisations objectives.
Individual’s Leadership Style Changes Due to Different Culture in the UKYogeshIJTSRD
This paper investigates the effects of cultural dimensions on individuals’ leadership styles. The study focused on two main themes Culture and Leadership. Two main dimensions considered Power Distance and Individualism to show their effects on individuals’ two main leadership behaviour Democratic and Autocratic leadership styles. Considering a phenomenological approach, the responses of participants were obtained from their replies to an open ended questionnaire. Data were analysed with Hofstede’s 6D Model. Individuals are from America, Lithuania, India, Italy, and Sri Lanka. They are currently working in the UK, performing as managerial roles, shared their cultural experiences and leadership styles. The study shows individuals from India and Sri Lanka have completely changed their leadership styles due to the surveillance of different culture in the UK. The individual from Italy slightly modified her leadership style while the other two participants from America and Lithuania remain unchanged as they have similar cultural dimensions. Dr. Mohammad RashedKhan "Individual’s Leadership Style Changes Due to Different Culture in the UK" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd41114.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/41114/individual’s-leadership-style-changes-due-to-different-culture-in-the-uk/dr-mohammad-rashedkhan
1Introduction The Multicultural PersonBoth the nature of what.docxdrennanmicah
1
Introduction: The Multicultural Person
Both the nature of what we take to be a self and its expression are inherently cultural (Bhatia & Stam, 2005, p. 419).
Each individual’s many aspects are not fragmented and distanced from one another or hierarchically ordered on behalf of a ruling center but remain in full interconnectedness and communication (Sampson, 1985, p. 1209).
There are a great variety of categories to which we simultaneously belong … Belonging to each one of the membership groups can be quite important, depending on the particular context … the importance of one identity need not obliterate the importance of others (Sen, 2006, p. 19).
Each of us is a multicultural human being. This simple and basic proposition, most descriptive of those of us who live in contemporary heterogeneous societies, constitutes the basic (though complex) theme of this book. Within its pages the reader will find attempts to explain, illustrate and argue for the value of this assertion. A major stimulus for pursuit of this is the belief that the study and understanding of behavior, when guided by the premise of individual multiculturalism, will increase the authenticity of our knowledge and the reliability of our predictions. This, in turn, should enhance the relevance and efficacy of the applications of our work to significant life situations – in the interest of advancing human welfare.
Multicultural Psychology and Cross-Cultural Psychology
This book needs to be distinguished from those that are in the tradition of cross-cultural psychology or mainstream multicultural psychology. The latter, as defined by Mio, Barker-Hackett, and Tumambing (2006, p. 32) “is the systematic study of all aspects of human behavior as it occurs in settings where people of different backgrounds encounter one another.” Multicultural psychologists prefer a salad bowl rather than a melting pot as metaphorical image, viewing the United States, for example, as a society in which groups maintain their distinctiveness (Moodley & Curling, 2006). They stress and argue for the necessary development of multicultural competence by psychologists and others. Such competence includes understanding of your own culture, respect for other cultures, and acquiring appropriate culturally sensitive interpersonal skills. To this end, professional guidelines have been proposed (and adopted) for education, training, and practice. Such guidelines are approved by the American Psychological Association (APA) for practice with persons of color (APA, 2003), practice with sexual minorities (APA, 2000), and practice with girls and women (APA, 2007).
The emphases in cross-cultural psychology are two-fold: first, to understand and appreciate the relationships among cultural factors and human functioning (Wallace, 2006); and second, to compare world cultures as well as subcultures within a single society. Cultures are compared on values, world-views, dominant practices, beliefs, and structures in order to re.
The paper reviews literature which supports the position that culture is a contributor to economic activities of a nation, and by extension entrepreneurship. The paper identifies and explains cultural factors, attributes and variables considered important to entrepreneurship. The particular cultural values and forces which impact Nigerian entrepreneurship are also discussed. The conclusion is that the identified cultural values and practices can inhibit the evolution of an entrepreneurial culture in Nigeria. Based on the above, the paper recommends a change in values and mindset so as to enable both a high entrepreneurial behaviour and culture in Nigeria.
On the myth of a general national culture: Making specific cultural character...Richter Thomas
Pre-Publish version of: Richter, T. & Adelsberger, H. (2012). On the myth of a general national culture: Making specific cultural characteristics of learners in different educational contexts in Germany visible. In: Strano, M., Sudweeks, F., Hrachovec, H., & Ess, C. (Eds.), Part 1 of the CATaC'12 Proceedings (Aarhus, Denmark): Cultural Attitudes towards Technology and Communication, School of Information Technology, Murdoch University, Murdoch, Australia, part 1, pp.105-120. Accessible at http://issuu.com/catac/docs/catac12_proceedings_part_1/1
The main purpose of this study was to cross-validate Hofstede's classi®cation of national
cultures. An additional aim was to investigate the relationship between culture as perceived
and culture as desired. Over 800 advanced students of economics, business administration and
management from 10 countries participated in the study. They gave free descriptions of an
organization they knew well and they rated their native companies on Hofstede's dimensions
of power distance, uncertainty avoidance, individualism and masculinity. In addition, they
indicated how they would like their native companies to be on the same dimensions. Both the
data concerning the free descriptions and the data concerning the ratings of native companies
show considerable support for Hofstede's four dimensions. Remarkably, there was hardly a
relation between culture as perceived and culture as desired. The latter ®nding has important
implications for the interpretation of the literature on national cultures.
Thomas Jefferson UniversityJefferson Digital CommonsScho.docxjuliennehar
Thomas Jefferson University
Jefferson Digital Commons
School of Nursing Faculty Papers & Presentations Jefferson College of Nursing
2-10-2011
Defining and Assessing Organizational Culture
Jennifer Bellot PhD, RN, MHSA
Thomas Jefferson University, [email protected]
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Nursing Faculty Papers & Presentations. Paper 34.
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Organizational Culture 1
As submitted to:
Nursing Forum
And later published as:
Defining and Assessing Organizational Culture
Volume 46, Issue 1, pages 29–37, January-March 2011
DOI: 10.1111/j.1744-6198.2010.00207.x
The target of much debate, organizational culture has occupied a prominent
position in multidisciplinary publications since the early 1980s. Fraught with
inconsistencies, the early research and literature addressing organizational culture was
often conflicting and recursive. As one researcher stated, culture is “one of the two or
three most complicated words in the English language” (Williams, 1983). Years of
conceptualization, comparison and assessment have led to an emerging consensus on the
appropriate definition and role for organizational culture. This manuscript documents the
h ...
marketing aspects of cultural distanceCarlos M. P. Sousa.docxalfredacavx97
marketing aspects of cultural distance
Carlos M. P. Sousa
There is a general consensus in the literature
that when firms decide to enter foreign
markets, they must adjust to a different cultural
environment and be prepared for challenges,
such as differences in language, lifestyles,
cultural standards, consumer preferences, and
purchasing power, among others (see GLOBAL
MARKETING STRATEGY; CROSS-CULTURAL
PSYCHOLOGY OF CONSUMER BEHAVIOR;
STANDARDIZATION/ADAPTATION OF
INTERNATIONAL MARKETING STRA-
TEGY; BASE OF THE PYRAMID MARKETS:
CULTURE INSIGHTS AND MARKETING
IMPLICATIONS). To assess these differences
between countries, a new body of literature has
emerged around the concept of cultural distance,
which has been used to measure the scope and
scale of these differences. The assumption is
that cultural differences between the home and
the foreign markets create a distance, which, in
turn, influences the activity of the firm in the
international arena. As a result, few concepts
in the international-marketing literature
have gained broader attention than ‘‘cultural
distance.’’ This concept has been identified as a
key variable in explaining the behavior of firms
in a vast array of areas including entry-mode
choice, foreign-market selection, level of control
(see MARKET ENTRY AND EXPANSION),
international-marketing strategies (see GLOBAL
MARKETING STRATEGY: PERSPECTIVES
AND APPROACHES), and performance (see
EXPORT PERFORMANCE). Mixed empirical
results, however, have been found in the
literature regarding the importance of this
construct. Whereas some studies have found
cultural distance to significantly influence the
activity of the firm in the international arena
(Barkema and Vermeulen, 1997), other studies
have found no significant or clear relationship
(Mitra and Golder, 2002).
Various reasons have been proposed to explain
these inconclusive results. On the one hand,
some scholars have argued that the preferences
and tastes of consumers in different countries are
converging to a global norm (Levitt, 1983), and
hence the effect of cultural distance is likely to
dilute progressively. The notion that national
cultures are converging appears to be plau-
sible considering the emergence of the Internet,
greater ease of information flow, and more
frequent/easier international travel. However,
this argument is disputed by Barkema and
Vermeulen (1997), who use data spanning almost
three decades (1966–1994) in their study, and
find that the effect of cultural distance does not
decrease over time, that is, that cultural values
and distances remain stable. This may be due
to the fact that such changes concern conver-
gences in superficial appearances of culture (i.e.,
symbols, heroes, and rituals) and that they
do not necessarily signal a convergence in the
values embedded in national cultures (Hofstede,
2006).
The inconsistencies could also be attributed to
the difficulty that exists in the conceptualization
and operationalization of the cultural-dis.
Similar to Exploring culture theory GLOBE, Hofstede, and Trompenaars (20)
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more
Exploring culture theory GLOBE, Hofstede, and Trompenaars
1. Running Head: EXPLORING CULTURE THEORY – GLOBE, HOFSTEDE AND TROMPENAARS
Exploring Culture Theory – GLOBE, Hofstede and Trompenaars
Lisa Parrott
Argosy University/Seattle Campus
July, 2013
2. Running Head: EXPLORING CULTURE THEORY – GLOBE, HOFSTEDE AND TROMPENAARS
Hofstede, Trompenaars and GLOBE examined thousands of employees and managers
across the world toidentify key values from which they developed dimensions used to define the
culture of organizations and nations.Their theories on culture share a number of similar
dimensions in addition to focusing on the importance of values and beliefs as a driving factor
behind the cultural norms of a group. There is a lot ofdifference among their theories in the
variables used for their dimensions and how they are measured, making it difficult to directly
compare their results. The implication of their research suggests the importance for organizations
to understand the impact culture has on employee and manager interactions as well as operating
in a multicultural environment. Research focusing on the separation ofindividuals from military
service must acknowledge the nuances presented by the military culture in order understand how
these expectations can hinder or support transition success.
Culture is a commonly used term with a number of different meanings according to
McSweeney (2002, p. 92) and Kats, van Emmerick, Blenkinsopp, and Khapova (2010, p. 404).
Researchers are unable to agree on one definition although there are common threads. Qamar,
Muneer, Jusoh and Idris (2013) define culture as “People living in different parts of the world
have different attitudes, behaviours and ways of doing things. For classifying those attitudes and
behaviours the concept of culture came into being” (p. 82).Javidan, House, Dorfman, Hanges and
Sully de Luque (2006) also introduce values as an aspect of culture. “We took a holistic view of
culture as more than just a set of values, consisting rather of both values and actual ways in
which members of a culture go about dealing with their collective challenges” (Javidan et al.,
2006, p. 899). In addition, the definition of culture must take into consideration the impact it has
on the individual. “We expect national culture to be related to ethics because national culture
creates barrier conditions for behavior and as such should influence individual
3. Running Head: EXPLORING CULTURE THEORY – GLOBE, HOFSTEDE AND TROMPENAARS
ethics”(Parboteeah, Bronson & Cullen, 2005, p. 125). “Hofstede (1980) defined culture as 'the
collective programming of the mind which distinguishes the members of one human group from
another'” (Kirkman, Lowe &Gibson, 2006, p. 286). By synthesizing these definitions, culture can
be defined as „a set of values, attitudes, and actions guiding the ethical behaviors of individuals
within a group and nation‟.
Starting in the 1960‟s, Hofstede began examining the concept of culture within IBM
through thousands of employee interviews across 66 countries, although results were only used
from 40 countries (Deresky, 2008; Minkov & Hofstede, 2011; Magnusson, Wilson, Zdravkovic,
Zhou &Westjohn, 2008; McSweeney, 2002; Kirkmanet al., 2006). Qamar et al. (2013) states
Hofstede began his research by examining values within a company (p. 82). As a result of his
investigation, Hofstede identified four dimensions of culture: individualism-collectivism, power
distance, uncertainty avoidance and masculinity-femininity (Deresky, 2008; Kats et al. 2010;
Kirkman et al. 2006; Magnusson et al., 2008). Years later Hofstede and Bond (1988) added
another dimension, long-term orientation (as cited in Magnusson et al., 2008, p. 185).These
dimensions are defined as:
1. Individualism – collectivism. The extent the individual is emphasized over the group
2. Power distance. The extent and acceptance of unequal distribution of power
3. Uncertainty avoidance. The extent people are comfortable dealing with the unknown
4. Masculinity – femininity. The extent of emphasis on competitiveness, assertiveness,
achievement, and money
5. LTOe. The extent of emphasis on thrift and perseverance (Magnusson et al., 2008, p.
186)
Hofstede identified values as a cornerstone to culture (McSweeney, 2002, p.
91).“Hofstede used what he refers to as an eclectic approach relying on theoretical reasoning
followed by statistical factor analysis to tease out the cultural dimensions” (Magnusson et al.,
2008 p. 185).Hofstede (2001) developed an “Onion Diagram” to show the invisible relationship
4. Running Head: EXPLORING CULTURE THEORY – GLOBE, HOFSTEDE AND TROMPENAARS
connecting values, culture and practice (Javidan et al., 2006, p. 899)
Having started in the 1960‟s, Hofstede was an influential leader in understanding culture
within an organization. “Subsequently, the model became a cornerstone for cross-cultural
research, providing an extremely popular method for the study of cultural differences in a wide
range of disciplines, including international management” (Minkov & Hofstede, 2011, p. 10).
His research has become so popular; Tung and Verbeke (2010) state, “as of June 2010 there were
over 54,000 citations to his work” (p. 1259). Minkov and Hofstede (2011) identify him as one of
the “most-cited authors in social science” (p. 11). Hofstede‟s theory has received a lot of
criticism, and Magnusson et al. (2008) point out three primary areas of concern in his research.
Validity is questioned based on the use of an internal survey of one company, the limited
statistical support of his dimensions in all countries and relevance to the concept of culture today,
as his research is based on data collected over 50 years ago (p. 185). Kirkman et al. (2006) add
the aspect of oversimplification presented by reducing all aspects of culture to only five
dimensions (p. 286).Deresky (2008) supports these arguments and includes the additional
concern about his research failing to consider different cultures within a country (p. 100).
Hofstede laid the groundwork in cultural research, and his influence was recognized by a
collection of researchers in the 1990‟s who created a collaborative effort studying culture across
the world (Parboteeah et al., 2005). Venaik and Brewer (2010) identify the work done by
GLOBE (Global Leadership and Organizational Behavior Effectiveness) (Magnusson et al.,
2008) as an extension of the work performed by Hofstede (p. 1310). “The GLOBE study is a
long-term multi-phase program designed to conceptualize and validate country national cultural
dimensions and their relationship with leadership” (Parboteeah et al., 2005, p.125).
GLOBE takes findings from Hofstede‟s study in culture within a nation and expands it to
5. Running Head: EXPLORING CULTURE THEORY – GLOBE, HOFSTEDE AND TROMPENAARS
consider the role of leadership in culture in order to identify traits that are universally accepted
versus culturally specific (Deresky, 2008).“To summarize, GLOBE decided that it is time to
move beyond Hofstede's approach and to design constructs and scales that are more
comprehensive, cross-culturally developed, theoretically sound, and empirically verifiable”
(Javidan et al., 2006, p. 899).Leung et al. (2005) mentions a second aspect of GLOBE separating
itself from Hofstede‟s research, by looking at the cultures and practices of a nation (as cited in
Javidan et al., 2006, p. 899). House et al., (2004) states “the GLOBE project defines culture as
shared motives, values, beliefs, identities, and the interpretation or meaning of significant events
that result from common experiences of members of collectives that are transmitted across
generations” (as cited in Kats et al. 2010, p. 404).
Researchers from GLOBE felt the need to expand the theories presented by Hofstede as
they were too simplistic and didn‟t capture all the dynamic aspects of a national culture. “While
the GLOBE researchers fully accepted Hofstede‟s paradigm of constructing dimensions of
national culture from variables that correlate across nations, they felt that some of his dimensions
lacked face validity: they did not measure what was implied by their labels” (Minkov&
Hofstede, 2011, p. 14). GLOBE admits to being heavily influenced byHofstede‟s theory
(Parboteeah et al., 2005), adding four additional dimensions to his theory:
1. Uncertainty avoidance. The extent uncertainty is avoided by relying on established
social norms
2. Power distance. The extent and acceptance of unequal distribution of power
3. Institutional collectivism.The degree collective distribution of resources is rewarded
4. In-group collectivism. The degree individuals express pride, loyalty, and cohesiveness
in society
5. Gender egalitarianism. The degree the society minimizes gender role differences
6. Assertiveness. The degree individuals are assertive, confrontational, and aggressive in
social relationships
7. Future orientation. The degree the society engages in future planning, investing, and
delaying gratification
6. Running Head: EXPLORING CULTURE THEORY – GLOBE, HOFSTEDE AND TROMPENAARS
8. Performance orientation. The degree individuals are rewarded for performance
improvements
9. Humane orientation. The degree individuals are rewarded for being fair, altruistic,
friendly, and kind (Magnusson et al., 2008 p 186; Parboteeah et al., 2005, p. 125-126)
GLOBE continues to differentiate its work from that of Hofstede by testing their nine
dimensions across two measures within a culture. “An additional advancement in the GLOBE
study is the attempt to capture both a culture‟s values, i.e. how members of a society believe that
it Should Be, and current practices in their society, i.e. As Is” (Magnusson et al., 2008, p. 187;
Shi& Wang, 2011, p. 95). GLOBE also continues to develop and refine its theory, including
work from researchers around the world to help ensure material remains relevant. “GLOBE is a
large-scale program involving over 160 researchers from many parts of the world and a support
staff of three administrators” (Javidan et al., 2006, p 897).
Emerging just prior to the GLOBE‟s work in the 1980‟s and 1990‟s (Qamar et al., 2013),
is that of Fons Trompenaars, who believes values define culture, although he focuses on different
dimensions than Hofstede and GLOBE (Magnusson et al., p. 185). Lloyd and Tromenaars (1993)
describe his work as:
His analysis is based on extensive research involving 15,000 employees in 50 countries,
in which he explores the cultural extremes and incomprehension that can arise when
doing business across cultures in different parts of the world - even when those involved
are working for the same company. (p. 17)
Unlike GLOBE, Trompenaars‟ work is primarily based on sociology and the five dimensions of
Parsons (1951), and includes two measures of attitudes – toward time and environment (as cited
in Magnusson et al., 2008, p 186).Similar to GLOBE, his work has a modern approach and
includes a more robust sample population than Hofstede, including within company
organizational culture differences (Magnusson et al., 2008, p. 187).
Qamar et al. (2013) breaks down Trompenaars theory into two separate aspects, the first
7. Running Head: EXPLORING CULTURE THEORY – GLOBE, HOFSTEDE AND TROMPENAARS
being three ways cultures handle problems, and the second being the five dimensions individuals
use to work with others. Magnusson et al. (2008) does not differentiate these differences, instead
identifying seven dimensions for his theory (p. 186). Trompenaars‟ believe “the variation in
national cultures depend on the approaches the members of those societies adopt to solve their
problems of three major categories: (1) associations among people, (2) mindsets with respect to
time, and (3) attitudes with respect to the environment” (Qamar et al., 2013, p. 84).
Trompenaars‟ view of associations among people are defined by Qamar et al.(2013) as:
* Universalism versus particularism: "relative emphasis on rules and consistency, or
relationships and flexibility".
* Individualism versus collectivism: "relative emphasis on individual freedom and
responsibility, or group interests and consensus".
* Neutral versus affective: "relative emphasis on objectivity and detachment, or emotion
and expressed feelings".
* Specific versus diffuse: "relative emphasis on focused and narrow involvement, or
involvement with the whole person".
* Achievement versus prescription: "relative emphasis on performance-based and earned
status, or ascribed status". (p. 84)
There are a number of similarities and differences among the theories introduced by
Hofstede, GLOBE and Trompenaars. All three researchers examined thousands of individuals
across more than 40 countries. Trompenaars and GLOBE looked primarily at managers in more
than 50 countries (Magnusson et al., 2008, p. 186) while Hofstede focused specifically on
employees (followers) and failed to include a number of countries due to insufficient responses
(McSweeney, 2002).Many of the dimensions are similar across all three, specifically the
dimensions examining individualism versus collectivism and the concept of time. Trompenaars
bases his theory heavily on a previous sociologist, while GLOBE intentionally uses Hofstede‟s
theory as a basis by expounded upon his dimensions (Brewer & Venaik, 2011). As noted by
Minkov and Hofstede (2011) and Tung and Verbeke (2010),numerous researchers cite theories
8. Running Head: EXPLORING CULTURE THEORY – GLOBE, HOFSTEDE AND TROMPENAARS
from GLOBE and Hofstede, as these models are more widely accepted and well studied as
compared to Trompenaars. For that reason a comparison and contrast of theories proposed on
culture will focus less on Trompenaars, and more on the dimensions developed by Hofstede and
GLOBE.
Hofstede and GLOBE share a number of dimensions in their theory. “For example, both
studies include the dimensions of UA, Power Distance and Long-term Orientation (Future
Orientation in GLOBE)” (Venaik& Brewer, 2010, p. 1296).“GLOBE adopted my dimensions
paradigm of national cultures. They expanded my five dimensions to nine. They maintained the
labels Power Distance and Uncertainty Avoidance, and renamed Long Term Orientation: Future
Orientation” (Hofstede, 2010, p. 1339). Brewer and Venaik (2011) include the use of
Collectivism by both theories as a similarity, although GLOBE breaks theirs down into two
dimensions. Brewer and Venaik (2011) continue to suggest the Collectivism dimension from
GLOBE and Hofstede are mislabeled for clarity and context validity:
To sum up, based on our examination of the content of the items used to measure the I-C
dimensions in Hofstede and GLOBE, we conclude that there are major issues in the
correspondence between the definition of the I-C dimensions, the items used to measure
these dimensions, and the labels used to characterize the dimensions in these two
studies.(p. 440)
There are a number of differences between these theories, including the timeframe of data
collection, the type of individuals studied, number of companies included and globalization of
information (Magnusson et al., 2008, p. 188; Shi& Wang, 2011, p. 95; Kirkman et al., 2006, p.
286). A quick observation highlights the undertaking by one individual (Hofstede) using
interview material from employees within one organization across a number of countries
compared to a team of researchers across the world examining managers from multiple
organizations (Shi& Wang, 2011, p. 95). “Unlike Hofstede‟s original work, the more recent
9. Running Head: EXPLORING CULTURE THEORY – GLOBE, HOFSTEDE AND TROMPENAARS
frameworks have drawn on decades of additional research and incorporated additional theoretical
insights and methodological advancements “(Magnusson et al., 2008, p. 188). GLOBE was able
to test Hofstede‟s theory and improve on the work already performed by overcoming limitations
to his research in their efforts. According to Shi and Wang (2011) the countries and regions
differ among the researchers, as GLOBE was able to extend their reach well beyond Hofstede.
It is also extremely difficult to directly compare the data between the two theories, as
they use different scales to measure countries across the dimensions. GLOBE uses a scale from
1-7, while Hofstede measures organizations from 1-100 (Shi& Wang, 2011, p. 95; Venaik&
Brewer, 2010, 1302). “Hofstede's Work-orientation is a measure of values, not practices”
(Brewer & Venaik, 2011, p. 440).The GLOBE scale also examines the dimensions twice, to
determine “As Is” and “Should Be” including values and practice (Shi& Wang, 2011, p.
95).Venaik and Brewer (2010) mention “the GLOBE study measures two distinct aspects of
national culture - practices (what is) and values (what should be) - for each of the nine
dimensions. Thus there are 18 culture scores for each country in GLOBE” (p. 1296).
Another major difference between the theories is the relevance of GLOBE to modern
culture. GLOBE expanded the dimensions to nine by separating Hofstede‟s Individualism-
Collectivism into Institutional and In-group collectivism, allowing for the ability to recognize
separate within country cultures (Magnusson et al., 2008, p. 186). In addition, GLOBE separates
Hofstede‟s Masculinity-femininity dimension into Assertiveness and Gender equalitarianism
(Magnusson et al., 2008, p. 186).According to Hofstede (2010), GLOBE replaced his dimension
of Masculinity-femininity by four dimensions not two, including Performance Orientation and
Humane Orientation (p. 1339). Hofstede (2010)explains this rational as“they did not accept the
anthropological logic in my other two dimensions, and sought psychological face validity and
10. Running Head: EXPLORING CULTURE THEORY – GLOBE, HOFSTEDE AND TROMPENAARS
political correctness”(p. 1339).
There is a lack of consistency in the validity of both theories, leading to confusion among
researchers on the best model to use. “Besides the problem of conflicting findings, researchers
seem to arbitrarily choose one or the other national culture scores to explain their dependent
variable” (Brewer & Venaik, 2011, p. 437). This is a concern, as the differences in the theories
impacts the views researches have on culture and the underlying values that result in individual
behaviors. “The arbitrary use of one or the other national culture score without adequate
justification is likely to undermine our understanding of culture and how it affects behavior
(Brewer & Venaik, 2011, p. 437).
The research performed by Hofstede, GLOBE and Trompenaars is of significant
importance, as technological advances have brought about increasing globalization, impacting
organizations on a number of levels. Understanding culture and how to connect with others has
become vitally important to business interested in marketing beyond their originating
country.“Second, differing results between this study and those mentioned previously suggest
that different measures of culture may be better at explaining particular international marketing
phenomena depending upon the country of interest” (Magnusson et al., 2008, p. 196). Culture
also affects leadership styles, which impacts multinational corporations, as employees and
managers from different locations are working together to meet a organizational goals. “Through
recognizing the role played by culture in organizations we would be better able to understand the
behaviours across the globe” (Qamar et al., 2013, p. 85).
Understanding the impact culture plays on the values, behaviors, attitudes and action of
employees can help improve management relationships within an organization. All too often
individuals fail to take into account the experiences and perceptions of others.Qamar et al. (2013)
11. Running Head: EXPLORING CULTURE THEORY – GLOBE, HOFSTEDE AND TROMPENAARS
identifies the importance of cultural awareness by arguing:
One problem is that of ethnocentrism, which is a tendency when a person gets involved in
a cross-cultural communication, then he/she believes that his ethnicity is superior to the
others. With this feeling the chances of miscommunication get enhanced by the
unwillingness to understand other's point of view. (p. 86)
Through efforts to broaden our awareness of culture and recognizing its importance, we can
improve our ability to interact with others.Morden (1995) views this as an important aspect of
the cultural theories, as “cultural interpretation and adaptation are a prerequisite to the
comparative understanding of national and international management practice” (p. 16).
Incorporating cultural theories into research on the effectiveness of transitioning service
members is critical, as the military presents a unique cultural setting different from a national
culture and corporate business environment. “The framework highlights the importance of HR
practices as a mediator between national culture and employees' careers” (Kats et al. 2010, p.
401). Service members often have an ethnocentric view of career development, primarily due to
lack of experience. “That is, organizations usually have strong norms about how employees
should be managed that will be shaped by cultural influences – and essentially culture is the
process of transmitting these values and norms” (Kats et al., p. 405). The military culture
establishes a set of values and norms driving the behavior and actions of service members that do
not translate into a civilian corporate environment.
Kats et al. (2010) explains how Hofstede‟s theory of culture can be applicable
towardscareer expectations by looking at one dimension:
To take masculinity-femininity as an example, women in highly masculine cultures are
likely to encounter greater discrimination (due to the lower emphasis on gender
inequality) and thus to achieve lower levels extrinsic career success. These women are
likely to enter the labor market with lower expectations of career success, and so their
level of intrinsic career success (operationalized through career satisfaction) may not be
much lower than that of women in more feminine cultures (p. 406).
12. Running Head: EXPLORING CULTURE THEORY – GLOBE, HOFSTEDE AND TROMPENAARS
Kats et al. (2010) also continues to address how individualistic attitudes can impact career
progress, as promotions are often a result of changing jobs (p. 409). Clarke (2007) identified the
need for career development in the current generationto be fluid and flexible because employees
may need to change companies in order to be employable and continue their career path. This
type of environment is different from that of the military, which is more collectivist as a culture.
Service members transitioning from the military find themselves struggling to adapt to the
cultural differences of a corporate atmosphere where values are different. They are often
unwilling to ask for assistance, due to the independent nature of the national culture (Kats et al.,
2010, p. 409).
The hierarchal nature of the military presents a challenge for transitioning service
members, as it presents a high power distance culture. “Thus, for instance, within low power
distance cultures, we expect that HR practices are more aimed at promoting empowerment and
as a consequence employees will more easily be able to achieve extrinsic career success” (Kats
et al., 2010, p. 407). The military environment fails to encourage individual career development,
as jobs are often selected for the individual with little input and promotions are primarily time
dependent, not based on merit.
Military service is steeped in hundreds of years of history and traditions, lending to a past
oriented culture. “Firstly there are past oriented cultures, for them past events and history is of
high importance. These cultures view the present by relating it to the past customs, principles
and texts. These types of societies resist change” (Qamar et al., 2013, p. 87). Not all corporations
embrace these values, making the transition difficult for service members who are unfamiliar or
uncomfortable with a flexible and forward oriented culture.
13. Running Head: EXPLORING CULTURE THEORY – GLOBE, HOFSTEDE AND TROMPENAARS
One of the strengths the military provides service members are leadership styles
considered to be universally favorable. All military branches focus on traits considered by
GLOBE to be highly valued in all cultures, including integrity, communication (as a team
builder) and motivation (Deresky, 2008, p. 417). These positive traits are often overshadowed by
misconceptions of negative leadership stereotypes, by assuming all service members believe and
employ an autocratic leadership style (Deresky, 2008, p. 417). Awareness of these positive and
globally accepted leadership skills is essential for service members to have during the career
search process. Service members must also examine and understand the values they hold. For
many it is the first time they have had a choice in working for an organization that shares the
same beliefs, and often they are unable to identify the values they identify with the most.
Being aware ofthe influence culture plays on the experiences and expectations of service
members will provideresearchers with an understanding of the challenges service members face
during career transition. It also presents a foundation for building a theoretical framework of best
practices during the transition process. The implications of the cultural differences between a
military environment and corporate organizations emphasize the need for transition programs to
include opportunities to increase cultural awareness, such as corporate mentorship and
informational interviewing. These elements will help establish cultural expectations for service
members in a non-military environment.
14. Running Head: EXPLORING CULTURE THEORY – GLOBE, HOFSTEDE AND TROMPENAARS
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