This document discusses cultural dimensions of universalism versus particularism in how rules and relationships are viewed. Universalists see rules as applying equally in all contexts, while particularists view rules in the context of relationships and circumstances. This can lead each side to see the other as inflexible, disloyal, or unpredictable. Examples are provided of how this plays out in areas like contracts, negotiations, corporate policy, reward systems, and how each side should approach the other.

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