Lecture 8: Framework for assessing culture

This lecture is based on this article by Michael McGinnis about the integration of Geert Hofstede's framework into cross-cultural negotiations situations.

Four dimensions:
1. Individualism - Collectivism
- individualistic societies: stress on individual independence (e.g. US)
- collectivistic societies: group is responsible for the individual (e.g. Japan)
- individualistic: stress on short term, extreme offers
- collectivistic: stress on long term, realistic offer

2. Power Distance
- Is power distributed (un)equally?
- high power distance: little consultation between superiors and subordinates
- low power distance: more cooperation between "leaders" and "followers" (these roles could shift...)

3. Masculinity - Femininity
- masculine society: money and things - tangible (e.g. Japan)
- feminine society: relationships and quality of life - intangible (e.g. Finland)

4. Uncertainty avoidance
- high uncertainty avoidance: stability, structure and precise managerial direction (e.g. Greece)
- low uncertainty avoidance: ambiguity, unstructured situations, broad managerial guidance (e.g. Hong Kong)

For all of these dimensions, you could ask a few questions (feel free to add answers in the comments):
- What possible problems could you encounter in negotiations when two people of a different kind of culture are trying to reach an agreement?
- What kind of culture is your own culture?
- Could this framework work? Why (not)?
- Why is it important to have a framework? Could you possibly do without?