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Archives of Business Research – Vol. 10, No. 6
Publication Date: June 25, 2022
DOI:10.14738/abr.106.12525. Ayala, R. O., Pérez, H. F. V., & Escott-Mota, M. D. P. (2022). The Cultural Dimensions of Hofstede in the Chinese Company Zhe Jiang
Deman. Archives of Business Research, 10(6). 182-192.
Services for Science and Education – United Kingdom
The Cultural Dimensions of Hofstede in the Chinese Company Zhe
Jiang Deman
Ricardo Ortiz Ayala
Universidad Autónoma de Querétaro. México
Héctor Fernando Valencia Pérez
Universidad Autónoma de Querétaro. México
María del Pilar Escott-Mota
Universidad Autónoma de Querétaro. México
ABSTRACT
The corporate culture in a company is essential to achieve organizational
objectives. The objective of this research is to describe the cultural profiles of those
who works as employees in a Chinese manufacturing company, taking Hofstede's
cultural dimensions as a reference framework. Geert Hofstede describes
organizational culture in a general way, using the following cultural dimensions:
power distance, individualism-collectivism, masculinity-femininity, uncertainty
avoidance, short- and long-term orientation, and indulgence-restraint. This article
is a case study that uses frequency graphs and Cronbach's Alpha validation test,
which allows us to contribute to a simple but scientifically orthodox and correct
methodology to describe the organizational culture in any institution or company
of any nationality. The results will allow companies or organizations to make
strategic decisions.
Keywords: organizational culture, Hofstede model, case study.
INTRODUCTION
General culture and organizational culture are fundamental characteristics of each company
and society. Even today the most popular and most commonly used model for operationalizing
culture is that of the Dutch social psychologist Geert Hofstede. The model differs in the
following 6 cultural dimensions: distance to power, individualism-collectivism, masculinity- femininity, avoidance of uncertainty, long-term-short-term orientation towards indulgence- restriction.
The following paper uses Hofstede's model of cultural dimensions within a collective case study
approach. A Likert scale questionnaire was applied to the employees of two different
companies located in Mexico. Two manufacturing companies are compared, one Chinese and
one Mexican. The Mexican company preferred that its identity not be disclosed. For this reason,
we will refer to them as a Chinese company and a Mexican company. The cultural profiles of the
companies are analyzed and compared, using Hofstede's model of cultural dimensions.
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Ayala, R. O., Pérez, H. F. V., & Escott-Mota, M. D. P. (2022). The Cultural Dimensions of Hofstede in the Chinese Company Zhe Jiang Deman. Archives
of Business Research, 10(6). 182-192.
URL: http://dx.doi.org/10.14738/abr.106.12525
This document is organized as follows: A literature review of the Hofstede model is presented
including definitions, in each dimension of analysis the question that showed the main results
is chosen, including its analysis and interpretation. Finally, a general conclusion of the study is
presented.
LITERATURE REVIEW
Culture is the sum total of beliefs, rules, techniques, institutions, and artifacts that characterize
populations, which could be interpreted as the collective programming of the mind. (Hofstede,
1980). This implies that people share a certain type of universal and collective values and the
most individual part depends on aspects such as religion, or family influence. For UNESCO in
the Universal Declaration on Cultural Diversity, culture is considered a source of exchange such
as innovation and creativity. It is also considered a World Heritage Site (UNESCO 2001). In
general, each country has cultural aspects where some are similar to other nations and others
are very particular. In the era of globalization where the importance of traditional barriers such
as the reduction of time and space, business internationalization is a natural consequence of
the economic system. Today it is common for companies to have employees of many
nationalities, a heterogeneous group of people with different values, behavior and cultural
roots. Depending on the circumstances that the company is experiencing, culture emerges and
constitutes a dynamic system of intangible concepts such as intercultural relationships,
perceptions, verbal and non-verbal codes. All these concepts make up a self-sustained behavior
pattern that determines how things are done (Katzenbach, 2016).
This research constitutes a collective case study applied in a Chinese manufacturing company.
A descriptive cross-sectional design was applied. Non-probabilistic convenience sample of 79
workers in both companies. The questionnaire to be applied will be provided in Chinese for the
workers of the Chinese company and in Spanish for the Mexican company. The questionnaire
is based on the Likert scale and consists of a total of 60 questions (10 questions for each
Hofstede dimension) about culture in general and business culture. The information was
processed by applying Cronbach's Alpha reliability test with the SPSS program, obtaining a
result of 0.732. The questionnaires were applied to operational personnel.
The study is approached from the theory of cultural dimensions (Hofstede, 1997) that considers
that distance to power, individualism or collectivism, masculinity or femininity, aversion to
uncertainty, short or long-term orientation and indulgence or containment are dimensions of
analysis that allow describing the cultural trends of an organization in any country.
For Hofstede, cultural dimensions help to evaluate a specific culture and, in this way, better
guide decisions. There are other factors that must be taken into account, such as personality,
family history or personal wealth. The dimensions provide us with a systematic framework to
assess the differences between nations and cultures” (World Speaking, 2011). Therefore, this
theory is based on the idea that a certain value can be assigned to (currently) six cultural
dimensions. The theory shows us how culture influences people's values and how they are
made known in human behavior. This theory has been used in various fields such as cross- cultural psychology, intercultural management, and intercultural communication. However,
initially there were four cultural dimensions, these four are what Hofstede used in his book
Culture’s Consequences, and they became Hofstede's four dimensions of national culture. Later,
in 1991, a fifth dimension was added based on the research of Canadian psychologist Michael
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Archives of Business Research (ABR) Vol. 10, Issue 6, June-2022
Services for Science and Education – United Kingdom
Harris Bond. Finally, in the 2010 edition of the book Cultures and Organizations, Bulgarian
expert Michael Minkow's research determined the sixth and final dimension. In the end, the six
dimensions resulting from various investigations are the following:
The distance to power refers to the extent to which less powerful members of organizations
and institutions (such as the family) accept and expect power to be unequally distributed. This
dimension does not measure the level of distribution of power in a given culture, but rather
analyzes how people feel about it. A low power distance score means that that culture expects
and accepts that power relations are democratic and that its members are viewed as equals. A
high score on this index means less powerful members of society accept their place and are
aware of the existence of formal hierarchical positions (Farías, N. 2007).
For Hofstede Individualism versus collectivism: "the degree to which people are integrated into
groups." This dimension has no political connotations; it refers to the group rather than the
individual. Cultures that are individualistic place importance on the achievement of personal
goals. In collectivist societies, the goals of the group and its well-being are valued above those
of the individual.
Masculinity versus femininity: “distribution of emotional roles between genders”. This
dimension measures the level of importance that a culture places on stereotypically masculine
values, such as assertiveness, ambition, power, and materialism, and on stereotypically
feminine values, such as an emphasis on human relationships. Cultures with a high value on the
masculinity scale tend to have more marked differences between genders and tend to be more
competitive and ambitious. Those that obtain a low score in this dimension present fewer
differences between genders and attach great importance to the development of relationships.
Avoidance of uncertainty: “tolerance of a society of uncertainty and ambiguity”. It is a
dimension that measures the way in which a society deals with unfamiliar situations,
unexpected events and the stress of change. Cultures that score high on this index are less
tolerant of change and tend to minimize anxiety about the unknown by implementing rigid
rules, regulations, or laws. Societies that score low on this index are more open to change and
have fewer rules and regulations, as well as more flexible guidelines.
Long-term versus short-term orientation: This dimension describes the time horizon of a
society. Cultures with a short-term orientation value traditional method, spend a considerable
amount of time developing relationships, and generally view time as a circular dimension. This
means that the past and the present are interconnected, and that what cannot be done today
can be done tomorrow. The opposite of this is the long-term orientation, which considers time
a linear dimension and looks to the future rather than the present or the past. It is goal oriented
and values rewards.
Indulgence versus restraint: This dimension measures the ability of a culture to satisfy the
immediate needs and personal desires of its members. Those who value containment have
strict social norms that regulate and discourage the satisfaction of impulses.
Hofstede's original study dates from 1967 to 1973 where he applied thousands of
questionnaires to IBM workforce taking into account the company's various international
subsidiaries. Like this, within his first study Hofstede (1980) culturally characterizes the 40
largest countries in the world, a number that has expanded to 76 countries today.
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Ayala, R. O., Pérez, H. F. V., & Escott-Mota, M. D. P. (2022). The Cultural Dimensions of Hofstede in the Chinese Company Zhe Jiang Deman. Archives
of Business Research, 10(6). 182-192.
URL: http://dx.doi.org/10.14738/abr.106.12525
Abdullah et all (2011) consider the following arguments against the Hofstede model: Relevancy,
Cultural Homogeneity, National Divisions, Out-dated, One Company Approach, Too Few
Dimensions because culture is too complex to be put into just few dimensions.
As a consequence of the critique of the model of the cultural dimensions of Hofstede, various
other cultural models evolved. Trompenaars & Hampden (1997) mentioned the following 7
cultural dimensions: Universalism vs. Particularism; Individualism vs. Communitarianism;
Specific vs. Diffuse; Neutral vs. Emotional; Achievement vs. Ascription; Sequential time vs.
synchronous time; Internal direction vs. outer direction.
Considering the multidimensional critiques on the Hofstede ́s model it remains as a valid model
through the years. Hofstede can be considered as a pioneer in cultural studies (Søndergaard,
1994). Nowadays has great acceptance in several research fields.
METHODOLOGY
Using Geert Hofstede's model, this study formulates the following research question: What
characteristics define the cultural profile.
Target
Finding the cultural profile in the Chinese company Zhe Jiang Deman Machine Co., Ltd, based
on Geert Hofstede's model of cultural dimensions. Zhejiang Demai Machinery Co., Ltd. is an
experienced manufacturer of flat glass cold processing machinery and equipment.
Method
Descriptive non-probabilistic convenience sample of 79 workers in the Chinese manufacturing
industry. The Cronbach's Alpha validation test. All the information was processed in the
statistical package, SPSS v.20.
Hofstede insists that cultural dimensions are nothing more than a framework to help assess a
particular culture and thus better guide decisions. There are other factors that must be taken
into account, such as personality, family history or personal wealth. The dimensions provide us
with a systematic framework to evaluate the differences between nations and cultures. In this
study, a Likert scale was considered, with the following possible answers:
a) Strongly disagree
b) Partially disagree
c) Partially agree
d) Strongly agree
The scores considered were: a): 1, b): 2, c): 3, d): 4. The questionnaire, made up of 60 questions,
is based on the Theory of Cultural Dimensions, and serves to collect the necessary information
for the investigation with respect to the Chinese company. The statistical package SPSS, V.20
was used. The study is qualitative ordinal type, the responses are Likert type. In the first
instance, we proceed to work with the validation of the statistical instrument (questionnaire),
by obtaining the Cronbach's Alpha coefficient. If it is greater than 0.8, the instrument is
validated and the analysis of the database is applied to reach reliable conclusions. There is the
possibility of accepting a statistical instrument as validated when Cronbach's Alpha coefficient