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4.6 The impact of national culture
National culture 
influences organisation culture in various ways. One model of these effects is the 
'Hofstede model' which describes four dimensions on which cultures differ.

Power 
distance

Individualism/collectivism 

Uncertainty 
avoidance 

Masculinity/femininity 
Different countries have different ways of doing business, and different cultural values and assumptions 
which influence business and management styles. 
4.7 The Hofstede model 
Hofstede (2011) carried out cross-cultural research at 66 national offices of IBM and formulated one of 
the most influential models of work-related cultural differences. 
The Hofstede model describes four main dimensions of difference between national cultures, which 
impact on all aspects of management and organisational behaviour: motivation, team working, 
leadership style, conflict management and HR policies. 
(a) 
Power distance
: the extent to which unequal distribution of power is accepted 
(i) 
High
PD cultures (as in Latin, near Eastern and less developed Asian countries) accept 
greater centralisation, a top-down chain of command and closer supervision. Subordinates 
have little expectation of influencing decisions. 
(ii) 
Low
 
PD cultures (as in Germanic, Anglo and Nordic countries) expect less centralisation 
and flatter organisational structures. Subordinates expect involvement and participation in 
decision-making. (Japan is a medium PD culture.) 
(b) 
Uncertainty avoidance
: the extent to which security, order and control are preferred to ambiguity, 
uncertainty and change 
(i) 
High
UA cultures (as in Latin, near Eastern and Germanic countries and Japan) respect 
control, certainty and ritual. They value task structure, written rules and regulations, 
specialists and experts, and standardisation. There is a strong need for consensus: 
deviance and dissent are not tolerated. The work ethic is strong. 
(ii) 
Low
 
UA cultures (as in Anglo and Nordic countries) respect flexibility and creativity. They 
have less task structure and written rules, more generalists and greater variability. There is 
more tolerance of risk, dissent, conflict and deviation from norms. 
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CHAPTER 6
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ORGANISATIONAL CULTURE AND COMMITTEES