In the 1980ies Geert Hofstede discovered 5 fundamental dimensions of national cultures that can be seen to illustrate different values in different national cultures. This discovery was made through utilizing factor analysis techniques on samples drawn from the multinational corporation IBM.

The dimensions found by Geert Hofstede can be used to illustrate which values lie deeply embedded in people from different cultures. These values may have consequences for how people in different cultures behave, and how they will potentially behave in a work related context.

The five values found by Geert Hofstede are:

1. Power Distance
2. Uncertainty Avoidance
3. Masculinity vs. Femininity
4. Individualism vs. Collectivism
5. Long vs. Short Term Orientation

Power Distance

In cultures with low power distance, people are likely to expect that power is distributed rather equally, and are furthermore also likely to accept that power is distributed to less powerful individuals. As opposed to this, people in high power distance cultures will likely both expect and accept inequality and steep hierarchies.

Uncertainty Avoidance

Uncertainty Avoidance is referring to a lack of tolerance for ambiguity and a need for formal rules and policies. This dimension measures the extent to which people feel threatened by ambiguous situations. These uncertainties and ambiguities may e.g. be handled by an introduction of formal rules or policies, or by a general acceptance of ambiguity in the organizational life.

The majority of people living in cultures with a high degree of uncertainty avoidance, are likely to feel uncomfortable in uncertain and ambiguous situations.

People living in cultures with a low degree of uncertainty avoidance, are likely to thrive in more uncertain and ambiguous situations and environments.

Masculinity vs. Femininity

These values concern the extent on emphasis on masculine work related goals and assertiveness (earnings, advancement, title, respect et.), as opposed to more personal and humanistic goals (friendly working climate, cooperation, nurturance etc.)

The first set of goals is usually described as masculine, whereas the latter is described as feminine. These goals and values can, among other, describe how people are potentially motivated in cultures with e.g. a feminine or a masculine culture.

Individualism vs. Collectivism

In individualistic cultures people are expected to portray themselves as individuals, who seek to accomplish individual goals and needs. In collectivistic cultures, people have greater emphasis on the welfare of the entire group to which the individual belongs, where individual wants, needs and dreams are often set aside for the common good.

Long vs. Short Term Orientation

Long-Term Orientation is the fifth dimension, which was added after the original four dimensions. This dimension was identified by Michael Bond and was initially called Confucian dynamism. Geert Hofstede added this dimension to his framework, and labeled this dimension long vs. short term orientation .

The consequences for work related values and behavior springing from this dimension are rather hard to describe, but some characteristics are described below.

Long term orientation:

§      Acceptance of that business results may take time to achieve

§      The employee wishes a long relationship with the company

Short term orientation:

§      Results and achievements are set, and can be reached within timeframe

§      The employee will potentially change employer very often.

The scores of each country can be found on Geert Hofstede's webpage www.geert-hofstede.com