Cultures and Organizations:
Software of the Mind
By Geert Hofstede
Presented by:
Natalie Balaziuk, Beth Roszkowski,
Michelle Yeager
Hofstede’s Background
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Born in Netherlands in
1928
Founded and managed
the Personnel Research
Department of IBM
Europe
Co-founder of IRIC
(Institute for Research on
Intercultural Cooperation
Most cited non-American
in the field of
Management in the US
Social Sciences Citation
Index
Software of the Mind 101
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Hofstede’s intent
Mental Programs: Software of the Mind
Three levels of Mental Programs
What does this mean?
Memory and Forgetting (Knowledge
Structures)
Studies
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IBM Study
Conducted in 1974
IBM employees-50
countries and 3
multicountry regions
National Cultures
Dimensions
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IRIC Study
Conducted 19851987
20 organizational
units in 2 countries
Organizational
Culture
Dimensions
Dimensions of National Culture
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Power Distance
Individualism vs. Collectivism
Masculinity vs. Femininity
Uncertainty Avoidance
Confucian Dynamism (Long-term
orientation vs. Short-term orientation)
Power Distance
Large Power Distance
 Employees afraid of
bosses
 Depend on their
bosses
 Large emotional
distance
Small Power Distance
 Approach and
challenge bosses
 Bosses consult with
staff
 Small emotional
distance
Individualism vs. Collectivism
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Individualism
Interests of the
individual outweigh
the interests of the
group
Individual is
independent
One must look after
himself/herself
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Collectivism
Interests of the
group outweigh the
interests of the
individual
Group is one’s
identity
Group=protection
Individualism vs. Collectivism
(Ranking)
Individualism
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Personal time
Freedom
Challenge
Collectivism
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Training
Physical conditions
Use of skills
Masculinity vs. Femininity
Masculinity
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Social gender roles are
defined
Men are assertive &
tough
Women are modest &
concerned with quality
of life
High difference between
the genders
Femininity
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Social gender roles
overlap
Men and women are
both modest &
concerned with quality
of life
Little difference
between genders
Masculinity vs. Femininity
(Ranking)
Masculinity
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Earnings
Recognition
Advancement
Challenge
Femininity
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Manager
Cooperation
Living area
Employment security
Uncertainty Avoidance
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Strong uncertainty avoidance vs. Weak
uncertainty avoidance
Uncertainty avoidance  Risk avoidance
Unique coping mechanisms
Stress among men and women
Confucian Dynamism
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AKA- long-term vs. short-term
orientation
5th dimension revealed through another
study- Chinese value survey (CVS)
Administered to 100 students in 23
countries
Findings of study
Related to economic growth
Confucian Dynamism (Ratings)
Long-term orientation
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Persistence
Ordering relationships
by status and observing
this order
Thrift
Having a sense of
shame
=High economic growth
Short-term orientation
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Personal steadiness and
stability
Protecting one’s “face”
Respect for tradition
Reciprocation of
greetings, favors, and
gifts
=Less economic growth
IRIC Study
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IBM vs. IRIC
National Values vs. Organizational
Practices
Organizational Practices as
“Communities of Practice”
Dimensions of Organizational
Practice
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Process-Oriented vs. Results-Oriented
Employee-Oriented vs. Job-Oriented
Parochial vs. Professional
Open System vs. Closed System
Loose Control vs. Tight Control
Pragmatic vs. Normative
Practical Implications
of IRIC Findings
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Structural Changes
Process Changes
Personnel Changes
Cultural Training
Critiques
Positive
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Well reviewed
Hofstede succeeds
in his main goal
Timely publication of
Culture’s
Consequences
Negative
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Limits of study
Sweeping
generalizations
Western bias
IRIC study-criticisms
Discussion
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Where do you think the United States ranks among
the five dimensions of national culture?
Do you think national values can change over time?
What are the practical implications of these findings?
Do you think that increasing globalization and
advancements in technology will lead to a narrower
spectrum of national values?
Is it possible for someone to identify with more than
one national culture?
Sources Consulted:
Bing, John W. (2004). Hofstede’s consequences: The impact of his work on
consulting and business practices. Academy of Management Executive, 18 (1),
80-87.
Hofstede, Geert. (1991). Cultures & organizations: Software of the mind:
Intercultural cooperation and its importance for survival. New York: McGraw-Hill.
Hofstede, Geert. Geert Hofstede about himself. (n.d.) Retrieved November 2004
from http://spitswww.uvt.nl/web/iric/hofstede/index.htm
Hoppe, Michael H. (2004). An interview with Geert Hofstede. Academy of
Management Executive, 18 (1), 75-79.
International Business Center. Geert Hofstede. (n.d.) Retrieve November 2004 from
http://geert-hofstede.international-business-center.com/
Sources Consulted (cont.):
Kieser, Alfred. (1994). Book reviews. Organization Studies, 15 (3), 457-461.
Mintu, Alma T. (1993). Cultures and organizations. Journal of International Business
Studies, 23 (2), 362-366.
Mumford, Alice. (1992). Cultures and organizations. Industrial & Commercial
Training, 24 (2), vi-vii.
Søndergaard, Mikael. (1994). Research note: Hofstede’s consequences: a study of
reviews, citations, and replications. Organization Studies, 15 (3), 447-456.
Torrington, Derek. (1992). Book reviews. Employee Relations, 14 (3), 71-72.
Triandis, Harry C. (1993). Reviews on cultural phenomena. Administrative Science
Quarterly, 38 (1), 132-135.