TTrompenaarrompenaars s cultural cultural

dimensionsdimensions Trompenaars and Trompenaars and

Hampden-Turner (1997) Hampden-Turner (1997) classified cultures along a classified cultures along a

mix of behavioral and value mix of behavioral and value patterns. Their research patterns. Their research focuses on the cultural focuses on the cultural dimensions of business dimensions of business

executives. executives. In their book "Riding The In their book "Riding The Waves of Culture" (1997), Waves of Culture" (1997),

Trompenaars and Trompenaars and Hampden-Turner identify Hampden-Turner identify seven value orientations. seven value orientations.

•Some of these value Some of these value orientations can be orientations can be regarded as nearly regarded as nearly identical to Hofstede's identical to Hofstede's dimensions. Others dimensions. Others offer a somewhat offer a somewhat different perspectivedifferent perspective. .

• The seven value dimensions The seven value dimensions identified were: identified were: 1)Universalism versus particularism 1)Universalism versus particularism 2)Communitarianism versus 2)Communitarianism versus individualism individualism 3)Neutral versus emotional 3)Neutral versus emotional 4)Defuse versus specific cultures4)Defuse versus specific cultures5)Achievement versus ascription 5)Achievement versus ascription 6)Human-Time relationship and6)Human-Time relationship and7)Human-Nature relationship7)Human-Nature relationship

Lessons for MNCsLessons for MNCs

• The lessons that MNCs can draw from The lessons that MNCs can draw from Trompenaars findings are many. Here Trompenaars findings are many. Here are some examples:are some examples:

• Universalism versus Particularism: Universalism versus Particularism: Companies from universalistic cultures Companies from universalistic cultures negotiating with a potential joint negotiating with a potential joint venture partner in China must recognize venture partner in China must recognize that relationships matter and take time that relationships matter and take time to develop. They form the basis of the to develop. They form the basis of the trust that is necessary in order to do trust that is necessary in order to do business. In a particularistic culture, business. In a particularistic culture, contracts are only a rough guideline or contracts are only a rough guideline or approximation.approximation.

• Communitarianism versus Communitarianism versus Individualism: Companies from Individualism: Companies from individualistic cultures such as the individualistic cultures such as the USA will face difficulties in introducing USA will face difficulties in introducing methods of individual incentives such methods of individual incentives such as pay-for-performance and individual as pay-for-performance and individual assessment in subsidiaries in assessment in subsidiaries in communitarian cultures such as communitarian cultures such as Germany or Japan.Germany or Japan.

• Neutral versus Emotional: Neutral versus Emotional: Multinational teams consisting of Multinational teams consisting of individuals from highly neutral and individuals from highly neutral and highly affective cultures need careful highly affective cultures need careful management and considerable inter-management and considerable inter-cultural understanding. Otherwise, the cultural understanding. Otherwise, the affective persons will view the neutral affective persons will view the neutral persons as ice-cold, and the affective persons as ice-cold, and the affective persons will be viewed as out of control persons will be viewed as out of control by the neutrals.by the neutrals.

• Specific versus Diffuse: Managers from Specific versus Diffuse: Managers from specific cultures such as Denmark are specific cultures such as Denmark are much more prone to criticize subordinates much more prone to criticize subordinates directly and openly without regarding directly and openly without regarding their criticism as a personal matter. In their criticism as a personal matter. In the context of a subsidiary in a diffuse the context of a subsidiary in a diffuse culture such as a personal matter. In the culture such as a personal matter. In the context of a subsidiary in a diffuse culture context of a subsidiary in a diffuse culture such as Russia, this may constitute an such as Russia, this may constitute an unacceptable loss of face.unacceptable loss of face.

• Achievement versus Ascription: Achievement versus Ascription: Sending a young manager to run Sending a young manager to run a subsidiary in a traditional a subsidiary in a traditional culture such as India will involve culture such as India will involve difficulty. Likewise promoting difficulty. Likewise promoting younger people within the younger people within the subsidiary on the basis of their subsidiary on the basis of their performance.performance.