Table 5 - uploaded by Ronald Busse
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Hofstede's theory of cultural dimensions and his understanding to determine culture as a collective programming of the mind has inspired myriads of researchers, especially in the fields of (organizational and cross-cultural) psychology and management. This article extends his work and has two main concerns: First, the manuscript critically reviews...
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Citations
... Findings are amongst others that in more hierarchical countries, change needs to be driven by the top of the hierarchy, as decisions made by the top are accepted easier and less disputed. But the top consists only of a few people that can drive change and therefore egalitarian countries are more innovative (Busse, 2014;Deckert & Nyssen Guillén, 2017;Deckert, Scherer, & Nyssen Guillén, 2015; Halkos & Tzeremes, 2013; Kaasa & Vadi, 2008;Rossberger & Krause, 2013;Shane, 1992Shane, , 1993Sun, 2009). Another finding is, that the exchange of ideas enhances innovation and new inventions. ...
... Another finding is, that the exchange of ideas enhances innovation and new inventions. Furthermore, in cultures where decisions are made in a consensual way, superiors have trust in their employees and therefore give them space for creativity and innovation (Busse, 2014;Deckert & Nyssen Guillén, 2017;Deckert et al., 2015;Halkos & Tzeremes, 2013;Kaasa & Vadi, 2008;Meyer, 2014;Shane, 1992Shane, , 1993Sun, 2009). In Low-Context cultures good communication is given when conversations are transparent, clear and specific; when all information is stated up front and questions are asked for clarification. ...
In the ongoing debate on the relation of cultural differences and national innovativeness this research aims to find out which of the seven cultural dimensions of The Culture Map (communicating, evaluating, leading, deciding, trusting, disagreeing, scheduling) have a significant influence on a nation’s ability and capacity to innovate. The findings show that cultural aspects as described by The Culture Map clearly influence the innovativeness of a nation. Based on these findings, tentative recommendations for fruitful monocultural and multicultural teams respectively are given.
... The interpretation was that collectivism on a national level can foster innovation, while collectivism manifested as familism or localism harms innovation on a national level. Other recent studies have found a positive relationship between individualism and innovation (Busse, 2014;Lubart, 2010;Taylor and Wilson, 2012). However, this does not mean that all collectivism have a negative influence on school climate innovation. ...
... Finally, the dimension of long-term orientation is generally recognized as having a positive effect on innovation performance (Busse, 2014). Jones and Davis (2000) suggested that longterm orientation promotes the rate of innovation adoption because it is characterized by factors that enhance receptiveness to change, such as persistence, adaptation of traditions to new circumstances and a focus on future results. ...
... These results are in contrast to previous studies that have indeed found negative relationships between these two dimensions and innovative in a nonschool context (e.g. Busse, 2014;Rinne et al., 2012). They imply that these cultural dimensions have no effect on teachers' perceptions of innovative climate. ...
Abstract
Purpose
Research suggests that cultural dimensions affect teachers' perceptions and behaviors. Based on Hofstede's cultural dimensions and organizational innovation climate literature, we examined the effects of the cultural values of collectivism, masculinity, power distance, uncertainty avoidance, and short-term orientation on teachers' perceptions of school innovative climate and their affective commitment.
Design/methodology/approach
Arab and Jewish Israeli teachers studying toward their M.A. degree (N = 268) were randomly selected from three colleges to fill out questionnaires pertaining to these cultural values, innovative climate and their affective commitment.
Findings
Only the cultural value of collectivism positively affected perceptions of innovative climate. Negative relationships were found between the latter and uncertainty avoidance, as well as masculinity. Perception of innovative climate, in turn, related positively to teachers' affective commitment.
Originality/value
This study adds to the body of research directed at identifying antecedents to affective commitment, as well as studies examining cultural effects on innovation.
Keywords: Cultural value, innovative climate, organizational affective commitment
... Sun (2009), Halkos andTzeremes (2013), and Busse (2014) use diverse innovation indices, while other researchers apply different sets of individual indicators. Nonetheless, the findings are remarkably consistent, as most studies find a negative impact of Power Distance (Busse 2014;Deckert & Nyssen Guillén, 2017;Halkos and Tzeremes 2013;Kaasa & Vadi, 2008;Shane, 1992Shane, , 1993Sun, 2009;Williams & McGuire, 2010) and Uncertainty Avoidance (Deckert & Nyssen Guillén, 2017;Efrat, 2014;Halkos & Tzeremes, 2013;Kaasa & Vadi, 2008;Shane, 1993;Sun, 2009;Williams & McGuire, 2010) on innovativeness and a positive impact of Individualism on innovativeness (Busse, 2014;Deckert & Nyssen Guillén, 2017;Kaasa & Vadi, 2008;Shane, 1992Shane, , 1993Sun 2009;Williams & McGuire, 2010). This indicates that cultures with characteristics of high Power Distance, such as paternalistic management and low autonomy of employees, and characteristics of high Uncertainty Avoidance, such as resistance to change and focus on formalization and standardization, have a negative impact on innovativeness. ...
... Sun (2009), Halkos andTzeremes (2013), and Busse (2014) use diverse innovation indices, while other researchers apply different sets of individual indicators. Nonetheless, the findings are remarkably consistent, as most studies find a negative impact of Power Distance (Busse 2014;Deckert & Nyssen Guillén, 2017;Halkos and Tzeremes 2013;Kaasa & Vadi, 2008;Shane, 1992Shane, , 1993Sun, 2009;Williams & McGuire, 2010) and Uncertainty Avoidance (Deckert & Nyssen Guillén, 2017;Efrat, 2014;Halkos & Tzeremes, 2013;Kaasa & Vadi, 2008;Shane, 1993;Sun, 2009;Williams & McGuire, 2010) on innovativeness and a positive impact of Individualism on innovativeness (Busse, 2014;Deckert & Nyssen Guillén, 2017;Kaasa & Vadi, 2008;Shane, 1992Shane, , 1993Sun 2009;Williams & McGuire, 2010). This indicates that cultures with characteristics of high Power Distance, such as paternalistic management and low autonomy of employees, and characteristics of high Uncertainty Avoidance, such as resistance to change and focus on formalization and standardization, have a negative impact on innovativeness. ...
National innovativeness is one key driver of economic development. The relation of national innovativeness and national culture has been firmly established by research. Cultural factors, however, influence national innovativeness via different mechanisms on the macro-, meso-, and micro-level of a country. In our article, we build on existing research on the link between cultural dimensions and national innovativeness to develop a new model that classifies different cultural dimensions in groups according to their mechanism: political, social, or individual (PSI-model). Using a newly established data set composed of world data, we test and find support for this model using a variety of regression models. The PSI-model provides a more structured theoretical background of the impact of different cultural dimensions on national innovativeness, especially with regard to social practices and social values. It can be used to generate policy recommendations on national innovativeness and offers further applications in fields related to the various impacts of national culture.
... In our research, we used the cross-cultural framework of Hofstede (2001). Ever since his original work from the 1980s, Hofstede's framework has dominated cultural research (Harrison and McKinnon, 1999;Busse, 2014;Kirkman et al., 2006). This is not to say that this framework has not been criticized. ...
... Before undertaking this momentous task, the scores on Hofstede's cultural dimensions were evaluated for the four pilot countries. After all, Hofstede's research is by now more than 30 years old and the cultural dimension scores might have changed (Busse, 2014). In fact, many social science researchers are of the opinion that culture is not static and thus the cultural dimension scores might change through time (Clark, 2003;McSweeney, 2002). ...
Purpose
There is a growing debate and research stream on the influence of national culture on the type and nature of management control systems (MCSs) used by organizations in the country. A specific case is the management control of projects executed in a multicultural international environment. The purpose of this paper is to describe the findings of a study into the role of national cultures in controlling a project which a multinational undertook in four countries.
Design/methodology/approach
Based on project management control literature a theoretical MCS for international projects is developed. Subsequently, the influence of national culture on this system is discussed, using Hofstede’s cultural dimensions. Then the theoretical system is applied on the project the multinational case company executed in four countries (Austria, Finland, India, and Russia).
Findings
A key finding is that different national cultures do require different types of control, but that this effect is neutralized by the culture of the multinational which is the same all over the world and which supersedes national cultures. This makes it possible to implement a standardized project management control framework.
Originality/value
The research yielded a conceptual project management control framework which in practice seemed to be useful for controlling not only the process and progress but also the product (end result) of a project in a multicultural environment.
... The cultural dimensions framework has been applied widely in several research contexts to help understand and analyze the impact of culture on various spheres of activity. These SIX APPROACHES TO UNDERSTANDING NATIONAL CULTURES 7 include public relations and corporate social responsibility practices and perceptions (Bae & Kim, 2013;Kim & Kim, 2010;Hackert, Krumwiede, Tokle, & Vokurka, 2012), business management and leadership (Alzeban, 2015;Busse, 2014;Carrasco, Francoeur, Labelle, Laffarga, & Ruiz-Barbadillo, 2015;Pressentin, 2015;Rejchrt & Higgs, 2015;Tavakoli, Keenan, & Crnjak-Karanovic, 2003), and the impact of culture on the use of media and technology (Mertens & d'Haenens, 2014;Pérez, 2014;Zahedi & Gaurav, 2011). There have also been research applications of the dimensional paradigm in the areas of marketing and sales (Albers-Miller & Gelb, 1996;Ming-Yi, 2013;Samaha, Beck, & Palmatier, 2014;Tianjiao, 2014;Yang, 2011), human resources, career-related activities, and workplace interactions (Ellis, 2012;Morrow, Rothwell, Burford, & Illing, 2013;Sartorius, Merino, & Carmichael, 2011), and in education (Cheung & Chan 2010;Goodall, 2014). ...
This paper presents an overview of Hofstede’s cultural dimensions framework. The framework brought a distinct quantitative-comparative approach to the study of cultures by identifying and measuring defining aspects of world cultures. The theory, sometimes described as the dimensional paradigm, or 6-D model, was first unveiled in Hofstede’s book Culture’s Consequences. The six dimensions that currently make up Hofstede’s framework are power distance, uncertainty avoidance, individualism, masculinity, long-term orientation, and indulgence.
... Since innovation is a multi-faceted phenomenon the authors of this paper think that the use of an innovation index as e.g. used by Sun (2009) Many studies (Shane 1992, Shane 1993, Sun 2009, Taylor & Wilson 2012, Efrat 2014, Busse 2014) find a positive relationship of Individualism and innovation. But that doesn't mean that all collectivism has a negative influence on national innovation. ...
... It is astonishing that Power Distance of the GLOBE-study has only a weak correlation to innovativeness (and only to the GII) since many authors found correlations of innovativeness to the corresponding dimension of Hofestede (see results of Shane 1992, Shane 1993, Kaasa & Vadi 2008, Sun 2009, Halkos & Tzeremes 2013, Busse 2014, but the finding is in line with the result of Efrat (2014). Overall the power structure of a country is seen by some authors as a key variable of economic prosperity (see e.g. ...
... Busse (2014) observes a negative correlation of Power Distance with the innovation index and a positive correlation of Individualism with the innovation index. Furthermore he finds positive relationships between long-term orientation and R&Dspending and between Indulgence and the innovation index.Most of the cited studies(Shane 1992, Shane 1993, Kaasa & Vadi 2008, Sun 2009, Halkos & Tzeremes 2013, Efrat 2014, Busse 2014) useHofstede's (2003) dimensions to describe the cultural impacts on innovation. Only Taylor & Wilson ...
... However, data for many of the 28 countries were not available, making meaningful comparisons problematic. Relatedly, critiques of Hofstede's definition of culture 32 include overgeneralisation such as treating nations as a cultural unit 58 and under-emphasis on non-psychological cultural aspects such as socioeconomic and ecosocial factors 59,60 . To effectively inform the cultural adaptation of RC, these factors must be assessed using more in-depth approaches 61 . ...
Recovery Colleges (RCs) are learning-based mental health recovery communities, located globally. However, evidence on RC effectiveness outside Western, educated, industrialised, rich, and democratic (WEIRD) countries is limited. This study aimed to evaluate associations between cultural characteristics and RC fidelity, to understand how culture impacts RC operation. Service managers from 169 RCs spanning 28 WEIRD and non-WEIRD countries assessed the fidelity using the RECOLLECT Fidelity Measure, developed based upon key RC operation components. Hofstede’s cultural dimension scores were entered as predictors in linear mixed-effects regression models, controlling for GDP spent on healthcare and Gini coefficient. Higher Individualism and Indulgence, and lower Uncertainty Avoidance were associated with higher fidelity, while Long-Term Orientation was a borderline negative predictor. RC operations were predominantly aligned with WEIRD cultures, highlighting the need to incorporate non-WEIRD cultural perspectives to enhance RCs’ global impact. Findings can inform the refinement and evaluation of mental health recovery interventions worldwide.
This research considers the hypothesis that firms’ propensity to engage in R&D is linked both to their economic and structural characteristics and to variables related to their perception of science, their appraisal of the benefits and risks of investing in R&D, and their attitude towards the role science plays within the firm. Research is based on the results of the survey ‘Scientific culture, perception and attitudes towards science and innovation in the business sector’, administered to a representative sample of Spanish companies. The results obtained through logistic regression evidence that together with firms’ economic and financial characteristics, which have traditionally been considered crucial factors for engaging in R&D, firms’ perception of science is also a major factor when analysing the way in which they address these processes. There are, indeed, subjective and cultural factors, besides those issues of an economic nature, which may motivate or mitigate firms’ R&D engagement.
