• Masculine societies tend to see men as
assertive and women as nurturing.
• Men tend to be competitive, visible, stress
success…
• Feminine societies tend to have both men and
women in nurturing roles and much less
emphasis on assertiveness for either. Both
men and women focus on cooperation,
awareness of those who are in need, social
accommodation is important.
• E.g. karoshi (
Karōshi (過労死 karōshi?) (pronounced /karo:ʃi/), which can be translated quite literally from
Japanese as "death from overwork", is occupational sudden death. The major medical causes of karōshi deaths are heart attack
and stroke due to stress
) vs home at 5
Predictiors of MAS
Climate appears to be the best predictor
– Warm climates´cultures tend to be
masculine; cooler climates tend to be
feminine
• EDUCATION AND EQUALITY: COLDER
CLIMATE---> EVERYONE SHOULD BE ABLE
TO SURVIVE!!!
5. Long - versus short-term orientation
• Hofstede' new dimension
• based on the study of Michael Bond in Hong Kong
•
(100 students: 50 m and 50 f per 22 countries)
Hofstede’s previous four cultural dimensions did not
adequately reflect Asian perspectives on culture to
what extent virtuous living is a goal
• "Long Term Orientation stands for the fostering of virtues oriented
towards future rewards, in particular perseverance and thrift. It’s
opposite pole, Short Term Orientation, stands for the fostering of
virtues related to the past and present, in particular, respect for
tradition, preservation of ‘face’ and fulfilling social obligations.”

http://www.andrews.edu/SBA/extension/BSAD560/HofstedeLongTerm.html
Long-Term Orientation (LTO)
• Long-Term Orientation (LTO) focuses on the degree the
society embraces, or does not embrace, long-term devotion to
traditional, forward thinking values.
• High Long-Term Orientation ranking indicates the country
prescribes to the values of long-term commitments and respect
for tradition. This is thought to support a strong work ethic where
long-term rewards are expected as a result of today's hard work.
However, business may take longer to develop in this society,
particularly for an "outsider".
• A Low Long-Term Orientation ranking indicates the country
does not reinforce the concept of long-term, traditional
orientation. In this culture, change can occur more rapidly as
long-term traditions and commitments do not become
impediments to change.
•
LTO: related to persistence and perseverance, status and order in
positions, thrift, sense of shame. The top 10 countries: China,
Hong Kong, Taiwan, Japan, South Korea, Brazil, India,
Thailand, Singapore, and Netherlands. Adaptation of traditions
to modern context, respect for tradition and obligation within limits,
thrift (sparing resources), large savings, investments,
perseverance toward slow results, willing to subordinate oneself
for a purpose, and concern with virtue.
• STO: was characterized by personal steadiness and
stability, protecting "face", respect for tradition, and
reciprocity of greetings, favors and gifts; respect for
traditions, social and status obligations regardless of cost,
social pressure to keep up with Joneses' (even if
overspending), small savings, little investment, quick results
expected, concern with face, and concern with possessing
truth
• STO: do not tend to adapt tradition to
the current environment
• LTO: “ I dare not walk in the shadow of
my teacher” (no limits for social and
status obligations)
• LTO: thrift, sparing, large savings
• STO: expect quick results
Taxonomy #3. Bond
– Integration= ind-collectivism
– Human heartedness =masculinityfemininity
– Moral discipline= power distance
– Confucian work dynamism: orientation to
life and work
Taxonomy # 4. Lewis
• linear-actives, multi-actives and
reactives
Linear-active cultures plan, schedule, organize
and implement their actions according to their
time schedule in a subsequent order.
Do one thing at a time! plan their activities
according to the time available and are less
flexible compared to multi-actives
e.g. Germans and Swiss
• Multi-active these lively, talkative people
do several activities at a time
do not plan their activities according to a time
schedule. Rather, they do whatever seems most
urgent. They are generally characterized as being
more tolerant towards interruptions and changes
in their plans.
e.g. Italians, Latin-Americans and Arabs
Reactive cultures stress politeness and
respect
listen carefully to the diverse opinions, and
then enter into details
e.g. Chinese, Japanese, and Finns
•
Literature
•Lustig & Koester
•http://www.marin.cc.ca.us/buscom/index_page0009.htm
•http://www2.andrews.edu/~tidwell/bsad560/Hofstede.html
•http://www.geert-hofstede.com/
•www.across-cultures.com/ culture/culture_03.htm
• Hofstede, Geert (1980): Culture’s Consequences
• Hofstede, Geert (1991): Cultures and Organizations
• Hofstede, Geert (1984): Culture’s Consequences: International
Differences in Work-Related Values
• Hofstede, Geert and Michael Harris Bond (1984): The
Confucius Connection: from cultural roots to economic growth.
Organizational Dynamics, 16, 4, 4-21
• Hofstede, Geert (2001): Culture’s Consequences: Comparing
Values, Behaviors, Institutions, and Organizations Across
Nations.
• Hofstede, Geert (1994): VSM94: Values Survey Module 1994
Manual. Tilberg, Netherlands: IRIC.
• Hofstede, Geert and Bond, M.H. (1984): “Hofstede’s Culture
Dimensions: An Independent Validation Using Rokeach’s Value
Survey.” Journal of Cross-Cultural Psychology 15(4): 417-433.
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