Cultural dimensions in cooperative enterprises: a case study analysis using Hofstede's framework

ContextWorkplace diversity improves outcomes, yet surgical cultures have long been identified as a deterrent for women considering surgical careers due to male‐dominated traditions. Our study explores the impact of surgical cultures and their influence on gender through the analytical lens of Hofstede's cultural dimensions framework. We apply this in a novel way to gain deeper insights into how masculinity and other cultural dimensions intersect.MethodsFor this qualitative study—part of a larger study exploring gender in surgery—we conducted semi‐structured interviews with 29 female surgeons, 18 male and female colleagues of female surgeons (surgeons, anaesthetists, nurses and physician associates) and 13 patients of female surgeons. We analysed the data using framework analysis, with surgical cultures being identified as a central theme. We drew on Hofstede's cultural dimensions theory to deeply interrogate how cultural dimensions intersect to shape the surgical environment, thereby disadvantaging women.ResultsCompetition, achievement and heroism associated with masculinity were thought to be pervasive and hindered progression, particularly for female surgeons. Unequal power distributions were reported to lead to female surgeons working harder to earn respect. Female overseas doctors narrated the challenges of being respected by male colleagues from their own collectivist countries. Long‐standing ‘old boys’ club’ traditions associated with uncertainty avoidance were thought to maintain the gendered status quo. Long‐term orientation and restraint were reported to impact female surgeons with career breaks. However, our analysis indicated novel interplays between masculinity and the other five cultural dimensions, with some dimensions overlapping (e.g., long‐term orientation and restraint) and others contradicting (e.g., power distance and collectivist values).ConclusionThis study, drawing on Hofstede's cultural dimensions, illustrates the complexity of interacting cultural dimensions, serving to maintain inequities for female surgeons. We therefore provide recommendations for multiple interventions to enable surgical culture change, based on these intersecting six cultural dimensions.

PurposeThe purpose of this paper is to examine the reliability and validity of Hofstede's cultural framework when applied at the individual consumer level.Design/methodology/approachMBA students and faculty in the behavioral sciences were asked to review Hofstede's cultural instrument and to indicate which dimension (power distance, individualism/collectivism, uncertainty avoidance, masculinity/femininity) each particular item was intended to reflect. Subjects were also asked to respond to each item, thus indicating their underlying values. The reliability of each dimension was computed, and the data were factor analyzed to determine whether the various items loaded in a manner that is consistent with Hofstede's framework, thus providing evidence as to discriminant and convergent validity.FindingsThis study presents evidence that Hofstede's cultural instrument lacks sufficient construct validity when applied at an individual level of analysis. Overall, a majority of the items were lacking in face validity, the reliabilities of the four dimensions were low, and the factor analyses did not result in a coherent structure.Research limitations/implicationsIt is hoped that these findings will eventually lead to a reliable and valid measure that captures the richness of the various cultural dimensions and can be deployed at the individual and sub‐group levels of analysis. Such a measure would be valuable for market segmentation, and for understanding why consumers from diverse regions and cultures react differently to various marketing tactics.Originality/valueGiven the diversity of the world marketplace, it is essential that marketers have a robust measure of culture so that our understanding of consumer behavior can keep pace with a rapidly changing environment.

The functioning of small business or the micro, small and medium enterprises (MSMEs) in India has been closely associated with factors unique to the respective regions of the country. Entrepreneurial capability is often associated, among other factors, with the region's cultural environment. Although many theories have come up on the relationship between human behaviours and culture the one promulgated by Geert Hofstede merits maximum attention; it proposes that people differ to the extent to which they endorse six dimensions of cultural values. Since Hofstede used a neutral, global and scientific (Etic) approach in his study, it became necessary to consider an insider's (Emic) perspective in the Indian context. A qualitative survey of experts was undertaken to validate the relevance and adequacy of Hofstede's framework for India which while reviewing the applicability of Hofstede's cultural framework for India came up with yet another cultural dimension as well.

PurposeA recent development in customer value research is building theory that can help the field go beyond understanding what customers currently value to exploring how customers' perceptions of value change. This paper seeks to extend this emerging theory of customer value change to a global context by conceptually exploring the role of national culture as a key moderator of this phenomenon.Design/methodology/approachThe literature examining the role of national culture in business is reviewed for insights pertaining to buyers' tendencies for change in general and for clues suggesting how customers' embedded values in various cultural contexts might undergo value change in systematically different ways. Specifically, this paper employs Hofstede's cultural framework to explore how the lens of national culture might influence the value change process.FindingsBased on this integrative review, several links between the cultural dimensions in Hofstede's framework and value change theory are found to be supported by the literature. These connections suggest a moderating role for national culture, given the tendency for cultural factors to shape buyers' interpretation of environmental change drivers and their resulting feelings of tension which research shows are closely associated with customers' desired value changes from suppliers.Originality/valueThis paper offers several theoretical propositions and conceptual models for future empirical validation. These new insights into an emerging theory of customer value change can provide the building‐blocks for a number of future research directions designed to help managers exercise strategic foresight for changing global markets.

The COVID-19 Pandemic has caused unprecedented global challenges, including significant socioeconomic disruptions and the closure of schools and universities in almost all countries. Understanding the role of culture in shaping individual and societal responses to the Pandemic is crucial. This review article examines the applicability of Hofstede's cultural dimensions framework in devising effective COVID-19 control strategies. The article provides an overview of each dimension and its impact on the implementation of COVID-19 control strategies. It also includes a case analysis of four countries - India, the United Kingdom, the United States of America, and Poland - to illustrate the interplay between culture and COVID-19 control strategies. The insights provided by Hofstede's framework and the case analysis demonstrate that cultural differences can significantly impact the success of COVID-19 control strategies. By taking these differences into account, governments and public health authorities can improve the effectiveness of their COVID-19 control measures.

In today's world, the internet is predominantly used for obtaining information, receiving news, and for entertainment purposes. However, in recent years, online shopping behavior has seen a significant increase, largely influenced by the global pandemic. This increase has significantly altered daily life practices. In a study based on these developments, consumers' online shopping behavior and the impact of their cultural affiliations on this behavior were examined within the framework of Hofstede's cultural dimensions theory. The aim of the study was to investigate the influence of Hofstede’s cultural dimensions on online shopping behavior. In this context, the relevant literature on online shopping and cultural influences has been reviewed, and a conceptual framework has been established to determine the hypotheses of the research. Data were collected through an online survey conducted among 420 participants aged 18 and above, all of whom engage in online shopping behavior in Çanakkale province. The analysis revealed that Hofstede’s four cultural dimensions have a significant relationship with online shopping behavior.

PurposeThis article aims at offering and validating a theory‐driven conceptualization of the cultural distance index.Design/methodology/approachFirst, the cultural distance index is conceptualized, its conceptual properties are discussed, and a generic formula is proposed. Subsequently, the generic formula is applied to Schwartz's and Hofstede's frameworks. Finally, using the new formula the cultural distance is calculated, its robustness is examined, and its advantages over the Kogut and Singh's measure are inspected.FindingsThrough this paper it is found that by considering issues such as cultural dimensions' alignment and their relative weight, it is possible to build a more accurate index of cultural distance. Moreover, based on the generic formula it is understood that collectivism/individualism and power distance in Hofstede's framework and conservatism, egalitarianism in Schwartz's model are important cultural dimensions and account for a considerable weight in the cultural distance index.Research limitations/implicationsThe index is based on cultural dimensions and naturally it carries all shortcomings attributed to dimensionalization such as symmetry, linearity, stability and causality. In addition, it can be recognized that while alignment is a legitimate method, it should be interpreted cautiously because cultural dimensions are essentially nebulous concepts.Practical implicationsResearchers may use the proposed index to test the implications of cultural differences for a wide range of cross‐national issues such as joint ventures, entry mode choices, mergers, negotiations, organizational behavior, and technology transfer.Originality/valueThis article offers a novel and theory‐driven approach to building the cultural distance index. Considering the popularity of the Kogut and Singh's index in international business, the paper is of major significance.

Despite the growing importance of the EQ-5D descriptive system as a basis for the valuation of QALYs in cost-utility analysis, for most countries, there are no EQ-5D value sets. Researchers and policy makers wishing to use the EQ-5D descriptive system in a country for which there is no value set are advised to use one from a nearby or 'similar' population. Factors other than geographic proximity can affect the relative values of EQ-5D states. This study explores the links between national culture and EQ-5D value sets. Rank correlation analysis is used to explore relationships between the relative values of a set of EQ-5D states and dimensions of national culture. The latter are taken from Hofstede's framework which operationalizes national culture in five dimensions. For the data currently available (countries for which EQ-5D value sets and scores on dimensions of culture both exist), moderate and strong correlations were found between the culture dimension of power distance and individualism and the EQ-5D dimensions of pain/discomfort and anxiety/depression. Moderate correlations were also observed between the cultural dimension of masculinity and the EQ-5D dimensions of self care, usual activities and pain/discomfort. Uncertainty avoidance correlates with the EQ-5D dimension of anxiety/depression. The correlation patterns observed are generally consistent with a priori expectations based on the nature of the dimensions of culture and the EQ-5D model. This analysis demonstrates the potential of national culture in providing insight into the drivers of the relative values of EQ-5D dimensions for different countries and in informing decisions about which EQ-5D value sets to use in situations where one does not exist.

Purpose: This study examines the effects of nine dimensions of organisational culture (uncertainty avoidance; gender egalitarianism; assertiveness; institutional collectivism; in-group collectivism; humane, future and achievement orientation; and power distance) on the dimensions of strategy execution (information sharing, leadership, rewards, performance, structure, employee commitment and coordination) within a fast-moving consumer goods (FMCG) company.Design: A survey questionnaire covering demographics, organisational culture and strategy execution was distributed electronically. Following assessment of reliability and validity of the 281 completed questionnaires, Pearson correlation and a canonical correlation analyses were conducted using the nine dimensions of culture as predictors of strategy execution variables, to evaluate the multivariate shared relationship between the two variable sets.Findings: The findings indicate that the dimensions of organisational culture have a variation of strong, medium and weak associations with the dimensions of strategy execution. Achievement orientation was found to have the highest effect on strategy execution dimensions and the future planning orientation the second highest.Research limitations/implications: The major limitation was that the population was represented by one large organisation in the South African FMCG industry, thereby excluding other companies in this country and the results may not necessarily be generalised to other populations. Future studies could include more industries and countries.Practical implications: This study provides evidence that company management must place considerable emphasis on developing organisational culture dimensions that have a positive impact on strategy execution.Originality/value: The study reveals that achievement and future planning orientated cultures have a significant influence on strategy execution.

The aim of this paper is threefold: (i) to identify the combinations of national culture dimensions that lead to high (or low) male or female retracted publications, (ii) to understand the role of personal trust as a relevant condition that combines with national culture dimensions to cause high (or low) male or female retraction, and (iii) to identify the differences in the configurations that lead to those outcomes. Based on framework of Hofstede's cross-cultural analysis and data from Hofstede Center, World Value, and Web of Science, this essay analyzes cultural complex causal relations between national culture and trust dimensions (conditions), and male and female retracted publications (outcomes) in 30 countries nationally and globally by fuzzy-set qualitative comparative analysis. This research provides three major insights: (i) Cultural dimensions (power distance, individualism, masculinity, uncertainty avoidance, long-term orientation) and trust are not necessary conditions for both male and female to cause retractions, (ii) different levels of personal trust (high/low) combine with national cultural dimensions in order to produce different configurations that can lead to high or low retractions, and (iii) Each gender causes retractions in a similar or identical way, but each also owns its unique way. Finally, we provide effective policy recommendations to specific countries based on our critical conclusions and discussions.

Purpose This study aims to evaluate the impact of varying cultural dimensions, according to Hofstede, on corporate social responsibility (CSR) performance before and during the COVID-19 crisis. Design/methodology/approach This study examines the moderating impact of Hofstede’s cultural dimensions on the relationship between CSR and firm performance. The database comprises 36,295 firm-year observations from 2,135 firms operating in civil law countries. Findings The findings confirm that CSR investments have a positive impact on firm performance both before and after the COVID-19 crisis. Furthermore, it becomes evident that cultural dimensions play a moderating role in the CSR–firm performance relationship. The crisis has generated a shift in perspective, emphasizing the advantages of CSR in terms of reputation and financial well-being in the post-crisis environment. Originality/value The significance of this study lies in its examination of the relationship between CSR and firm performance within the framework of Hofstede’s cultural dimension theory, before and during the COVID-19 crisis.

This paper offers a multifaceted exploration of the intricate interplay between cultural dimensions and preferences in conflict resolution styles. It delves into the profound influence of cultural values on the choices individuals make when managing conflicts, enhancing our understanding of this complex relationship. Defining culture and conflict as central constructs, the paper investigates several key cultural dimensions within Hofstede's framework. It focuses on individualism and collectivism, high and low power distance, and high and low uncertainty avoidance. Few studies cover the research on power distance and conflict style preference, underscoring the importance of understanding how individuals choose styles that align with their cultural norms, whether maintaining low or high power distance within their own cultures. The study uncovers the correlation between different cultural types and conflict management styles. In cases of individualism, there is a preference for an avoidance style of conflict management, while collectivist cultures typically lean towards compromising and obliging conflict styles. In situations marked by high power distance, members of high power cultures are more likely to adopt an avoidance conflict style. The research holds significance for managing intercultural conflicts across various contexts, particularly in the realms of global governance, international relations, and multicultural team management. The findings provide a valuable reference for managers striving to navigate intercultural tensions and promote effective conflict resolution strategies aligned with cultural values. While this study offers valuable insights, it highlights the need for further in-depth research on additional cultural dimensions. This paper contributes to understanding the intricate relationship between culture and conflict resolution. It serves as a guide for analyzing preferences in intercultural conflicts, promoting conflict resolution management in multicultural projects, and advancing cross-cultural cooperation and understanding. Continuous research in this field is essential for more effective conflict management in an increasingly diverse global landscape.

With their massiveness and openness, Moocs have become one of the most widespread and influential online learning forms, which leads to the fact that more and more designers with different cultural backgrounds are getting involved in the course design. As a result, the Mooc design such as the styles of the organization and presentation may correspondingly be influenced by cultural values of the designers, and then become barriers for learners. In order to locate the cultural influence reflected in the Mooc design in China, the introductory videos of three courses published on Coursera, which are designed by three well-known universities in China, are sampled for analysis from the aspects of power distance, individualism/collectivism and masculinity/femininity within the framework of Hofstede’s cultural dimensions. The findings indicate that the cultural features of the high-power distance, collectivism and femininity have shown their influence on the designing of these courses.

based on the theory of enterprise competition and cooperation, combined with the characteristics of the organizational structure of logistics park enterprises, based on the previous research on the factors of enterprise competition and cooperation in logistics park, this paper constructs a conceptual model of enterprise competition and cooperation influence factors in logistics park. Based on the internal influence factors of the enterprise and the external influence factors of the logistics park, four internal influence factors and three external influence factors are put forward, and the factors that affect the competition and cooperation of logistics park enterprises are analyzed by factor analysis method. The results show that the factors related to the survival of competing and cooperating enterprises in logistics parks such as enterprise cooperative preference, enterprise niche, structure and location of logistics parks have a high impact on the competition and cooperation of enterprises in logistics parks. Secondly, the motivation factors of competing and cooperating enterprises such as the pressure of enterprise competition, the speed of enterprise growth, and the environmental capacity affect the competition and cooperation of enterprises in logistics parks, and finally the impact of the punishment mechanism on the competition and cooperation of enterprises in logistics parks.

Research into the influence of leadership and how cultural context shapes school leadership has recently expanded. This study systematically synthesised literature on the intersection of Hofstede's cultural dimensions and educational leadership. It explored: (a) the extent to which Hofstede's framework is applied in educational leadership research, (b) the impact of cultural dimensions on leadership practices, and (c) the facilitative and restrictive roles of cultural values in shaping leadership effectiveness. Using a structured search strategy across SCOPUS, Web of Science, ERIC, and Google Scholar, we identified and synthesised the findings from 37 peer-reviewed journal articles. Findings revealed that power distance, individualism-collectivism, and uncertainty avoidance were the most frequently applied dimensions, primarily as explanatory or moderating factors. Cultural dimensions were studied at multiple levels: individual, organisational, and cross-cultural, and they shaped leadership styles: authoritative styles prevail in collectivist, high-power distance contexts, while participatory approaches succeed in individualist, low-power distance cultures. Most studies supported the notion that leadership influence is facilitated when aligned with cultural expectations, but restricted by mismatches, while some findings challenged this expectation. We highlighted critical gaps in the literature and suggested future directions for research as well as recommendations for policy and practice.