Evaluation of Culture Background of Germany, Japan, and Ireland
Evaluation of culture background of Germany, Japan, and Ireland through Hofstede Cultural Dimension
As professor Geert Hofstede put, "Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster." Therefore, understanding different cultures in different countries is a significant issue for multinational enterprises, especially for the inevitable trend of globalization. As our project aims at analyzing the international expansion of German, Japanese, and Irish enterprises, I would like to depict the culture background of these three countries through the method of Hofstede Culture Dimensions.
First of all, I want to introduce the Hofstede Cultural Dimensions briefly. This theory classified the characteristics of different cultures into five aspects, which are so-called cultural dimensions. They are Power Distance (PD), Individualism (IDV), Masculinity (MAS), Uncertainty Avoidance Index (UAI), and Long-Term Orientation (LTO). Hofstede analyzed large database of cultural statistics of various countries, and found clear patterns of similarity and difference in the five dimensions. His research is regarded as one of the most effective method to evaluate different culture backgrounds.
( geert-hostede.com, 2003)
What are those cultural dimensions stand for respectively?
Firstly, Power Distance (PD) is the extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally. Countries of high level of power distance often have a centralized structure and the people are willingly to obey superiors. But for those of low power distance, the structure is more decentralized.
Secondly, Individualism (IDV) versus its opposite, collectivism, that is the degree to which individuals are inte-grated into groups. People in highly individualistic countries are usually wealthier and have greater individual initiative. Oppositely,
As professor Geert Hofstede put, "Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster." Therefore, understanding different cultures in different countries is a significant issue for multinational enterprises, especially for the inevitable trend of globalization. As our project aims at analyzing the international expansion of German, Japanese, and Irish enterprises, I would like to depict the culture background of these three countries through the method of Hofstede Culture Dimensions.
First of all, I want to introduce the Hofstede Cultural Dimensions briefly. This theory classified the characteristics of different cultures into five aspects, which are so-called cultural dimensions. They are Power Distance (PD), Individualism (IDV), Masculinity (MAS), Uncertainty Avoidance Index (UAI), and Long-Term Orientation (LTO). Hofstede analyzed large database of cultural statistics of various countries, and found clear patterns of similarity and difference in the five dimensions. His research is regarded as one of the most effective method to evaluate different culture backgrounds.
( geert-hostede.com, 2003)
What are those cultural dimensions stand for respectively?
Firstly, Power Distance (PD) is the extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally. Countries of high level of power distance often have a centralized structure and the people are willingly to obey superiors. But for those of low power distance, the structure is more decentralized.
Secondly, Individualism (IDV) versus its opposite, collectivism, that is the degree to which individuals are inte-grated into groups. People in highly individualistic countries are usually wealthier and have greater individual initiative. Oppositely,
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