Article

A look at Hofstede's cultural dimensions in two service sectors from Romania

Authors:
To read the full-text of this research, you can request a copy directly from the authors.

Abstract

The economic literature on culture has mainly focused on the influence of national culture and its role in determining the organizational culture. Hofstede has demonstrated in his research the importance of culture in determining human relations in the workplace. People can comply with both organizational rules and cultural norms, but truly give priority to the latter. Differences between organizational rules may appear depending on the organizations' activity or depending on the employees' professions. These differences between industries and professions remain little explored in literature. As a result, the article presents Hofstede's model of the first five dimensions of national culture in the Romanian service industry (individualism/collectivism, power distance, long/short term orientation, masculinity/femininity and uncertainty avoidance), by comparing the results obtained in two different domains: the hotel industry and the consultancy services industry. The findings are interesting, as they reflect employees' work values in two sectors of the service industry. Furthermore, the article discusses whether the national culture has a direct impact on the culture developed in a specific activity sector. Also, the article debates if the organizational culture is more powerful than the national culture by comparing the values obtained at national level and the values obtained at organizational level through Hofstede's model. Another objective of the research is to point out the differences in cultural dimensions between the workers from the hotel industry and workers from the consultancy services industry. The implications of the conclusions are discussed, considering the limitations of the empirical study presented and the future research directions.

No full-text available

Request Full-text Paper PDF

To read the full-text of this research,
you can request a copy directly from the authors.

... Recent research found that IDV, MAS, PDI, and UAI dimensions explain behavioural intentions in an intercultural context (Huang et al., 2019;Tarhini et al., 2015;Tarhini et al., 2017). Vrânceanu and Iorgulescu (2016) also suggested that even though people can comply with organizational and cultural norms, they prioritize cultural norms. Salehan et al. (2018) also argued that globalization has caused cultural values to change, and technology is conclusive in developing social structures, achieving higher IDV and lower PDI. ...
... Also found that some performance indicators evaluated in the study, such as (1) improving relationships between providers, (2) improve customer relationships, (3) improve relations with State entities; (4) access to new markets, (5) adaptability to international standards, (6) changes or improvements in administration, and (7) the creation of more and better job opportunities, derived from values, routines and distinctive aspects of social culture, mainly focused on the dimensions of MAS, IDV, and PDI. These results are in line with those of research carried out by Saad and Abbas (2018) and Vrânceanu and Iorgulescu (2016), who affirm that the features of social culture contribute to generating competitive advantage and, therefore, have effects on organizational performance. ...
Article
Full-text available
Purpose: Was examined the relationship between social culture, Industry 4.0 technologies, and organizational performance in companies from emerging countries.Design/methodology/approach: Were chose medium and large companies from emerging Latin American economies. Colombia and Peru as the most advanced economies, and Ecuador for being in the first phase of growth. It was Data from 428 workers collected through online surveys. The data analysis was carried out using a Structural Equation Model.Findings: The results indicated a relationship between Industry 4.0 technologies and organizational performance and social culture and organizational performance. Furthermore, social culture does not mediate the relationship between Industry 4.0 technologies and organizational performance. Differences were also found among countries. Evidence is provided that Industry 4.0 technologies and social culture lead to better organizational performance.Practical implications: This study showed that, in the context of analysis, the level of maturity regarding the use of 4.0 technologies of medium and large companies is still incipient. Provides (1) information on cultural differences, mainly in the dimensions of Masculinity, Power Distance, and Individualism; and (2) guidelines on the use of Industry 4.0 technologies and their implication in Organizational Performance.Originality/value: The research results provide knowledge of the relationship between 4.0 technologies, social culture, and organizational performance in the context of emerging economies where the subject has been little investigated.
... In cultures with low power distance, the prevailing understanding is to minimise social inequality. Value orientations include equality, individual freedom, and respect for the person (Austria, Denmark, USA, Finland) (Vranceanu & Iorgulescu, 2016). ...
Article
This article aims to highlight the aspects of intercultural communication in the virtual environment, mainly focusing on the interaction of virtual teams composed of carriers of different cultures. The methodology is based on principles of impartiality, tolerance, and cultural relativism. The primary research focuses on the interaction of cultures in virtual teams engaged in project tasks and the advantages and challenges of intercultural virtual communication. When working in virtual teams, attention is focused on cultural characteristics, referring to the methodology proposed by Geert Hofstede and his colleagues. Using the 5-D model of national culture, examples from India, France, China, Denmark, the USA, and Brazil were analysed to understand the specifics of cultural diversity and its potential for virtual communication to ensure practical international cooperation. Particular attention was paid to cultural differences and their impact on intercultural interaction. Among the general aspects of intercultural virtual communication, we highlighted cultural differences and their impact on intercultural interaction, and using these differences to enhance the effectiveness of team virtual work and create a comfortable virtual environment; explicit (visible) and implicit aspects of culture; differences in time zones affecting organisational moments and the need to consider cultural differences when planning synchronous and asynchronous communication formats; differences in workplace culture (organisation of the virtual office). For successful intercultural communication, it is necessary to clearly understand cultural diversity and cultural relativism, avoid cultural appropriation, and communicate with carriers of different cultural traditions and social groups for one's cultural enrichment.
... Meetings and presentations adhere to established protocols, featuring clear agendas and structured proceedings. While this adherence to formalities cultivates professionalism and decorum, it may also pose challenges, particularly in multicultural work environments, where it could inhibit open dialogue and spontaneous collaboration (Vrânceanu & Iorgulescu, 2016). ...
Chapter
Full-text available
Educational well-being is an innovative, multidimensional, complex, inspirational, and fluid concept, which generates performance at the individual and the institutional level, with direct effects on the quality of life. It is also a challenge and a responsibility for the management and leadership of any organization since innovative techniques, tools, and practices have to be developed and applied in order for educational well-being to be successful in the increasingly hostile, turbulent, volatile, and ambiguous environments the modern world is facing with profound and rapid transformations on all levels of social life. For these reasons, well-being has become an important field of scientific research in education. It requires a social and emotional remodeling of all actors involved, so that learning is sustainable and effective, based on achieving motivation, satisfaction of one’s work and life. Thus, in the context of creating a culture of well-being in schools or universities, it is necessary to design the mechanisms, relationships, rules, resources, and managerial processes through which the activities generating well-being are well thought out and monitored, aiming for an optimal allocation of all categories of resources in order to achieve the objectives. The paper aims to develop an innovative management and leadership process, based on human values that favor the creation of an optimal social and psychological climate for the development of well-being in any school or university, as a premise that generates value, efficient learning, and sustainable development. Thus, during the work I highlighted the need to identify the objectives, priorities, and key stakeholders, leading to the development of a strategy and an implementation plan, as well as monitoring the progress regarding the improvement areas. In this respect, I developed a well-being model based on four pillars, i.e., learning, support, work, and life. The research methodology is based on scientific investigation of specialized literature, indexed in international databases, through the analysis of numerous articles, studies, and indexes related to this field, published between the years 2019 and 2022. The on-going, empirical investigation involved applying a questionnaire addressed to teachers from schools and universities in the South-West Oltenia region and analyzing the response data.
... Meetings and presentations adhere to established protocols, featuring clear agendas and structured proceedings. While this adherence to formalities cultivates professionalism and decorum, it may also pose challenges, particularly in multicultural work environments, where it could inhibit open dialogue and spontaneous collaboration (Vrânceanu & Iorgulescu, 2016). ...
Chapter
Full-text available
In the global landscape of business, effective leadership and collaboration hinge upon understanding and managing individuals within diverse cultural contexts. This article delves into the intricate tapestry of Romanian management practices, spotlighting the profound impact of culture, history, and socioeconomic factors on managerial philosophies. Positioned at the crossroads of Eastern and Western influences, Romania offers a compelling case study, showcasing a blend of tradition, innovation, and resilience in its managerial approach. Drawing on historical narratives and socioeconomic transitions, this article examines seven distinct characteristics that define Romanian management. Firstly, it explores the emphasis on relationship-oriented leadership, where familial bonds and interpersonal connections foster a supportive and cohesive work environment. Secondly, it highlights the innate flexibility and malleability ingrained in Romanian managers, enabling them to navigate through uncertainties with agility and strategic foresight. Moreover, the article sheds light on the prevalence of hierarchical structures and centralized decision-making, reflecting a cultural preference for strong leadership and clear chains of command. It also delves into the nuances of indirect communication, where diplomacy and subtlety play pivotal roles in navigating business negotiations. Furthermore, it explores the reverence for authority and formality, which permeate professional interactions, while resilience and humour emerge as hallmarks of Romanian management, enabling organizations to weather adversity with grace and determination.
... Yet, there are studies showing that in multiple European countries, within-country variability for some categories of cultural values is larger than between-country variability (Kaasa et al. 2014). Studies comparing service sectors in Romania show, that cultural diversity also presents within-population variance (Vrânceanu and Iorgulescu 2016). In order to further validate these results, future research should use our design and attempt to replicate the results in different cultural contexts or different multiparty contexts that could display variability in terms of cultural values and orientations. ...
Article
Full-text available
The aim of the present study was to test the extent to which groups manage to attain synergy (both strong and weak) in the context of multiparty systems. We also aimed to test the effects of power (budget size), and goal difficulty, alongside their interaction effect. We have used a behavioral multiparty simulation in which Romanian participants first negotiated individually and then, in the second stage, they were organized into groups and asked to engage in intergroup negotiations. Results showed that, in general, best negotiators outperform groups, yet groups obtain higher negotiation payoffs than the average payoff obtained by their members in the first negotiation stage, but only for dyads. Moreover, powerful stakeholders and those that have high goals end up with the highest payoff. Last, our results show that power accentuates the positive relationship between goal difficulty and payoffs. The results have important implications for delegating representatives to multiparty negotiations and for the management of power asymmetry in multiparty systems.
Article
Objectives There is little research exploring the subthreshold social anxiety (SSA) in culturally diverse young people. This study addresses this gap and provides an insight into the vivid world of this ‘hidden’ population. Design Four participants from England were interviewed using semi‐structured interviews. Four superordinate themes and their corresponding subordinate themes emerged from the transcripts: Excessive self‐consciousness—The inner critic and Feeling judged by others; Influences of social and cultural norms—The impact of dress‐code rules and The pressure of high expectations; Embracing a false reality—Patterns of avoidance and The public self; and Coping strategies—Breaking the wall of cultural norms, Pushing the bubble out and Know that you are not alone. Due to the vastness of the data, this study presents only the first two superordinate themes and their corresponding subordinate themes. Methods The author chose interpretative phenomenological analysis (IPA). This allowed the participants to describe thoroughly their lived experiences and enabled the researcher to adopt a scientific approach. Results The results revealed that the socio‐cultural background of this population played a pivotal role in the prevalence and expression of SSA. Conclusions The participants' experiences were significantly influenced by the social and cultural norms of their country of origin as well as the characteristics of modern society in England. The predominant factors were the pressure of high expectations from family and society, transgenerational trauma, socio‐cultural norms, uncertainty about the future and lack of opportunities to secure employment. Future research could examine the socio‐cultural influences shaping contemporary British society and their impact on youth's mental health.
Article
Full-text available
The main purpose of this study was to analyze the impact of individual characteristics of cultural sensitivity, adaptability, cohesion, and cultural diversity on the multicultural team performance. Also, we analyzed the moderating effect of being a team member or a team leader on the relationships mentioned above. To test out hipotheses, data were collected from 415 members of multicultural teams specifically, from 304 team members and 111 leaders. The findings provided evidence to support a positive relationship between cultural sensitivity, adaptability, cohesion, and team performance. Cultural diversity did not show a significant impact on team performance. The study also showed that the leaders and members had different perceptions about the factors that influence team performance. For instance, team members consider that cohesion influences team performance, while leaders consider adaptability as the key factor to achieve performance. Main implications from findings are discussed.
Article
Full-text available
This paper aims to analyse the concept of Heavy Work Investment (HWI) by studying the factors determining this phenomenon, as well as its outcomes (both negative and positive). According to the European Directive of 1993, Heavy Work Investment occurs when an individual works more than 48 hours per week. The aim of this paper is to study the factors influencing the occurrence of the phenomenon of Heavy Work Investment from the perspective of time invested, using the multiple regression model, as well as the outcomes of Heavy Work Investment, using the structural equation model (SEM). The study used the data of the countries included in the International Social Survey Programme (ISSP), (37 countries and a total of 18,274 respondents) on employment status, the number of actual working hours, job and demographic characteristics. The results confirm the important impact of the cross-cultural differences on HWI behaviour as well as the outcomes of Heavy Work Investment according to the type of investor (dispositional / situational).
Article
The subject of the article is to explain aspects and essential elements through which socio-cultural capital causes crisis effects (institutional, economic, and social) in the selected post-socialist countries of South-Eastern Europe – Montenegro (MNE), Serbia (SER), and Bosnia and Herzegovina (B&H). The aim of this paper is to: a) model the structure and the role of socio-cultural capital; b) draw attention to the negative impacts of path dependence and new neoliberal culture; and c) suggest a new methodological criterion for the division of integral components of socio-cultural capital (inherited and imposed factors), which affected its decline in those countries. Its starting hypothesis is that legacy factors (conditionally: path dependency) and imposed factors (external and internal origin) in the observed transition countries have caused an erosion of many socio-cultural contents, which has led to a slowdown in economic, institutional, and social growth. Besides common methods of social sciences, the survey method has been used. The survey results show that socio-cultural capital suffered a decline, mostly due to a stagnation of bridging social capital and an increase in linking social capital, that is, due to a greater impact of imposed factors (generated in the new neoliberal culture) than inherited factors.
Article
The focus of this study is threefold. First it tested the validity and reliability of a scale designed to measure Hofstede’s five cultural dimensions at the individual or psychological level across two large (n>500) convenience samples of the United States population. Once deemed an appropriate measure, the scale was applied to questions testing the homogeneity of the measures. The questions refer to the speed to which acculturation occurs within an immigrant population and the degree to which purported regional geographic differences constitute distinct cultural values as measured by Hofstede. Implications for tourism marketers as well as a call for future research are discussed.
Article
Purpose – The specific problem this research addresses is whether cultural differences, national or organizational, impact how effectively the continuous improvement process is received within the supply chain in order to improve supplier performance. The paper aims to discuss these issues. Design/methodology/approach – The research design used a mixed methods approach, combining quantitative and qualitative research. Findings – The research found that Canada was most receptive to continuous improvement, with China being the least receptive. The study found that organizational culture was more influential than national culture. Isomorphism and benchmarking is driving continuous-improvement language and methods to be more universally known within business. Business and management practices appear to take precedence in driving change within organizations. Research limitations/implications – The sample size and countries involved was very small and limited to key medium sized distributed power company (MSDPC) suppliers. This limited diversity and may have introduced supplier selection bias, as well as survey response bias. Practical implications – This research concludes that organizational culture is more dominant over national culture and the influence of leadership within the organization drives the impact of continuous improvement. Originality/value – With isomorphism and the fact that businesses want to be successful, continuous improvement language and methods are becoming more universally known. Business and management practices are now taking precedence in driving change within organizations. Organizational culture is now more influential than national culture.
Article
The diversity between the country-scores of Hofstede, Schwartz, GLOBE, Håkanson and Ambos and Dow and Karunaratna is the main focus of this study. To investigate the correlation between the country-scores of these CD (Cultural Distance), pPD (perceived Psychic Distance) and PDs (Psychic Distance stimuli) instruments we apply the Mantel test, a test predominantly used in anthropology and genetics, which can be particularly insightful when examining “distance” data. The matrix correlation findings provide evidence supporting the high diversity between these measures and their lack of consistent results for the same countries. Therefore, despite the similarity between the way of conceptualizing and operationalizing CD that Hofstede, Schwartz and GLOBE share, these CD measures do not report consistent findings. Consistently, the lack of correlation, between the PDs measure of Dow & Karunaratna and pPD of Håkanson & Ambos, indicates the diversity between PD stimuli measures and perceived PD measures. At the same time, while the two Psychic Distance (PD) measures indicate high correlation in some cases, overall they are highly diverse from the CD measures. We argue, therefore, that identical studies could reach significantly different conclusions by simply using different measures of CD,pPD&PDs which then denotes significant implications for the reliability of research findings. Additionally, we point out potential weaknesses of these measures when examining culturally proximate countries and multicultural nations.
Article
Research into innovativeness and customer orientation in the service industry is burgeoning, yet our understanding of the antecedents and consequences of both activities in hospitality management remain unclear. To address this problem we investigate the link between corporate culture, indicators of innovativeness and business performance in the Swiss hotel industry, because the Swiss have a proclivity toward innovation as well as a long established record in hospitality management. Data were generated from 96 businesses in the hotel industry and the results were analysed using structural equation modeling. They suggest that cultural dimensions are positively associated with customer orientation, innovativeness, and company performance. The implications of the findings are discussed along with limitations and future research directions.
Article
Discusses the literature on cross-cultural diversity and team building in a global context. Argues that diversity is to be valued, not seen as a problem. Outlines a framework for building cultural understanding and awareness. Proposes a model for developing effective international management teams.
Article
Investigated the relationship between 2 industry characteristics, technology and growth, and organizational culture. This relationship was examined by comparing the cultures of organizations within and across industries. 15 firms representing 4 industries in the service sector completed the Organizational Culture Profile. Results show that stable organizational culture dimensions existed and varied more across industries than within them. Specific cultural values associated with levels of industry technology and growth were innovation, stability, an orientation toward people, and an orientation toward outcomes or results. (PsycINFO Database Record (c) 2010 APA, all rights reserved)
Article
The Maltese culture of the employees of STMicroelectronics was tested for suitability with the participative management concept. The method used was the following: Hofstede’s original questionnaires was used (Hofstede. 1984) to understand this particular subculture. The main methodology was carried out following Hofstede model and testing for differences between the two opposite types of cultures; such as Small power distance societies and large power distance societies, individualistic societies and collectivist societies, feminine societies and masculine societies, weak uncertainty avoidance societies and strong uncertainty avoidance societies and high long term orientation or low long term orientation.
Article
Purpose The purpose of the paper is to provide a mature reflection upon the work of Hofstede by tracking various subtleties in the evolution of his thought and dispelling prevalent misconceptions. Design/methodology/approach The goal of the paper is achieved by analyzing Hofstede's output from 1970 to the present day in parallel with contemporary research and criticism. Findings The paper arrives at the conclusion that the recent expansion and update of Hofstede's doctrine is indebted to the original groundbreaking work of the 1970s yet a key strength of Hofstede's work has been its ability to adapt and remain progressive. Originality/value The paper offers insights into the evolution of Hofstede's doctrines.
Chapter
Picture the Hotel Design Conference 2006, held at the Sands Expo Convention Center in Las Vegas USA. It happened during the breakfast session at the third day of the conference where groups of about ten people switched tables every 15 minutes, exchanging insights and getting to know each other. At one table a development representative of a major hotel chain had a seat next to the representative of the Starwood Group. The topic at that moment was rooms-design. At Starwood – the one representative explained – they reduced the size of one side of a new-to-build hotel room by thirty centimetres, since they now only installed flatscreen televisions instead of the bulky standard ones. It totally changed the set-up of the new floor plans of the hotels in development. This not only offered the guest the latest in technology, it also seriously reduced building costs. Probably this doesn’t go for all Starwood property, but the story was a clear one. Surprisingly, the representative of the other chain reacted as if this was completely new to him. He made notes and asked a few questions. He most likely intended to advise his chain to consider changing building strategy accordingly.
Article
Purpose The purpose of this paper is to identify the values that make up a knowledge‐friendly culture in the consulting industry, in which the implementation of in‐house knowledge management (KM) projects has positive performance outcomes. Design/methodology/approach An exploratory analysis and a structural equation model were used on a sample of 100 knowledge workers (managers and internal KM project managers) in the consulting sector. Findings The results of this study indicate that the values identified (trust, transparency, flexibility, collaboration, commitment, honesty and professionalism) bear a close positive relation to the success of the KM project implementation (innovation, employee satisfaction, capabilities, quality and productivity). These values are divided into three groups. Research limitations/implications This research focuses on the consulting industry in Catalonia, Spain; further research will be required in order to apply the findings to other countries in the world. Practical implications The study provides a better understanding of the cultural success factor in knowledge management initiatives. It offers a significant and practical advance in terms of systematizing KM in organizations. Originality/value Knowledge management plays a crucial role in consulting companies, so it is necessary to determine the factors that contribute to its success, and particularly the factor of knowledge culture. However, few empirical studies have analyzed these values. The paper's main contribution is therefore identification of the core values of a knowledge‐friendly culture and their impact on performance.