La culture nationale « ou distance culturelle » a fait l’objet de plusieurs recherches dans le champ du management international (MI). Afin de mesurer la distance culturelle, ces recherches ont ...largement mobilisé le cadre culturel de Hofstede. Cet article évalue et compare les différents cadres culturels les plus importants en MI. S’appuyant sur un échantillon d’opérations de rapprochement menées par des entreprises françaises à l’étranger, l’étude révèle des résultats différents selon le cadre culturel mobilisé. Si les cadres culturels de Schwartz et de Globe, tout comme le cadre révisé de Hofstede, semblent influencer le choix du mode d’entrée, aucune incidence ne résulte du cadre culturel initial de Hofstede.
Since Geert Hofstede's Culture's Consequences: International Differences in Work-Related Values (Sage, 1980) was published, researchers have utilized Hofstede's cultural values framework in a wide ...variety of empirical studies. We review 180 studies published in 40 business and psychology journals and two international annual volumes between 1980 and June 2002 to consolidate what is empirically verifiable about Hofstede's cultural values framework. We discuss limitations in the Hofstede-inspired research and make recommendations for researchers who use Hofstede's framework in the future.
We tested the impacts of Hofstede's cultural factors and mode of administration on item nonresponse (INR) for political questions in the European Values Study (EVS). We worked with the integrated ...European Values Study dataset, using descriptive analysis and multilevel binary logistic regression models. We concluded that (1) modes of administration with an interviewer lead to an INR lower than those without an interviewer. In terms of Hofstede's cultural factors, we concluded that (2) the higher the power distance index in the country, the lower the INR, (3) the higher the rate of individualism in the country, the higher the INR, and (4) the higher the uncertainty avoidance index, the lower the INR. These findings stress the importance of sensitive work with cross-national data, especially with increasingly abundant data from mixed-mode surveys.
Influenţa în formarea culturală o au cetăţenii şi autorităţile, religia, ideologiile şi teoriile ştiinţifice, pe de o parte , dar ea diferă de la un grup la altul în funcţie de clasa socială ,sex, ...religie, generaţie, organizaţie de muncă .Pot fi observate diferenţe de la o naţiune la alta, între sub grupuri etnice , lingvistice şi religioase din cadrul naţiunilor, dar şi de la o organizaţie la alta. La un nivel mai vizibil, cultura reprezintă tipare de comportament sau de stil ale unei organizaţii în care noii angajaţi sunt încurajaţi în mod automat de către colegii lor să o urmeze .Şi la acest nivel cultura nu este uşor de schimbat, cu toate acestea nu este atât de greu ca la nivelul valorilor de bază. Schein - defineşte noţiunea de " cultură" astfel : un tipar de premise elementare, inventate, descoperite sau elaborate de către un grup dat, pe măsură ce acesta învaţă să facă faţă propriilor probleme de adaptare la condiţiile din exterior şi de integrare pe plan intern, care a funcţionat suficient de bine pentru a fi considerat viabil şi care poate fi asimilat de către noii membri ai grupului, ca modalitate corectă de a percepe, a gândi şi a simţi în legătură cu problemele respective. În acelaşi timp este factorul de rezistenţă cel mai important în orice demers de schimbare indiferent de anvergura acestuia. 1 Tom Peters şi Robert H. Waterman (1982 - Lessons from America's Best - run Companies , New- York, Harper, pag.85-127) 2 C.K. Kluckholm, K.Kroeber,1952- Culture- A Critical Review of Concepts and Definition, New- York,Vintage, pag.35 1 J.P.Kotler, J.L.Heskett 1990 Corporate Culture and Performance" , New York 1 1981- Theory Z, Now Ameican Busines Can Meet the Japanese Challenge,Addison-Wesley, Reading,Mass, pag.41 1 Tom Peters şi Robert H. Waterman, op.cit.,pag.103 2 Andre' Laurent (INSEAD) 1981- Matrix Organizations and Latin Cultures, In International Studies of Management and Organizations, nr. 10 3 Ovidiu Niculescu, I Verboncu, 2001 - Fundamentele Managementului Organizaţiei, Bucureşti, Editura Tribuna Economică, pag.273 4 Edgar Schein, 1992 - Organizational Culture and Leaderschip, San Francisco, Jossey - Bass Publishers, pag. 12 5 Geert Hofstede, 1994 - Cultures and Organlzations,London,Harper Collins Business, pag.5 6 M. Năstase, 2004 - Cultura organizaţională şi managerială, Editura ASE, pag..5
Wondering about, «what does 'A happy workplace' mean? », has always been a rhetorical question. Be that as it may, this study examined the underlying implicit correspondence between social culture ...and employee subjective well-being. Previous research studying well-being predictors and constraints has failed to propose a precise model that exposes the different determinants of employee subjective well-being. To address this gap, this paper considers cultural dimensions, as subjective well-being predictors, and it considers individuals' emotional and cognitive experiences, as mediating factors. Online surveys were administered to 500 participants, and the structural equation model (SEM) was used to analyze the data. The astonishing results have revealed that people operating in organizations with higher power distance are less likely to have well-being, on the other hand, employees at workplaces dominated by an Individualistic mindset are more prone to have a fulfilling work life.
This contribution commemorates Geert Hofstede, who recently passed away, as a pioneer in the study of culture and institutions. It does so by touching on some of the details of his personal life and ...connecting these with his professional career. The latter was devoted to developing the paradigm of national cultures based on empirical analysis, and to relate it to organisational behaviour. Closer scrutiny reveals that four distinct phases may be identified. Hofstede first started as an ‘undercover’ engineer and next moved to social psychology. During the second phase, he developed the first four dimensions of natural culture. During the third, Hofstede connected these national dimensions to organisational ones. During the last, he added two new cultural dimensions and developed additional practical applications. Finally, the article considers the reception, criticism, and further elaborations of Hofstede's contributions.
The success or failure of a culture is strongly influenced by a set of cultural traits, the values and principles it creates, rather than by physical or other conditions in the external environment. ...In the specific literature in the field, there are several models that define the main factors that determine and lead to the construction of a culture, thus determining the differences that distinguish them in the world. One of the most widespread models is that of Geert Hofstede, who based one of the most extensive studies of cultural morphology on the cultural differences that characterize a country or a group of people. The article seeks to highlight the main components of the organizational culture of a national military college. The analysis of the educational environment in the military college from the perspective of Geert Hofstede’s four dimensions is a test of awareness of the profile produced by an organization providing education with a specific vocational profile, military, in the field of under-graduate education
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