Hofstede and Shane Revisited

Rinne, Tiffany; Steel, Gary; Fairweather, John R.

doi:10.1177/1069397111423898

Cited by 136 publications

(69 citation statements)

References 18 publications

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“…Our results are in accordance with the results of Waldman et al (2006), who showed that cultures with stronger power distance values may encourage managers to show very little concern for stakeholders such as employees, environmentalists and customers. In addition, power distance is strongly negatively associated to the level of innovation (Rinne, Steel, & Fairweather, 2012). Since one of the distinguishing characteristics of social entrepreneurship is innovation (Lepoutre et al, 2011), it may be argued that power distance influences social entrepreneurship through different channels, including both tolerance of social inequality level and innovation acceptance level.…”

Section: Resultsmentioning

confidence: 99%

Are some cultures more favourable for social entrepreneurship than others?

Kedmenec

Strašek

2017

Economic Research-Ekonomska Istraživanja

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The goal of this paper is to examine whether certain national cultural dimensions facilitate or hamper social entrepreneurship. The paper offers a conceptualisation of the possible associations between Hofstede's cultural dimensions and social entrepreneurial activity as defined by the Global Entrepreneurship Monitor, along with its empirical testing across more than 40 countries around the world. Based on correlation analysis that was controlled for the countries' level of economic development, there appears to be a negative association between the national power distance level and social entrepreneurial activity. In addition, the rate of young social entrepreneurial ventures is associated with lower levels of masculinity. The cultural dimensions of individualism and uncertainty avoidance have no direct linear association with social entrepreneurial activities of any kind. In factor-driven economies, lower levels of masculinity appear to support the development of social entrepreneurship. On the other hand, in innovation-driven economies, social entrepreneurial ventures emerge more often in those cultures characterised by shortterm orientation and indulgence.

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Section: Resultsmentioning

confidence: 99%

Are some cultures more favourable for social entrepreneurship than others?

Kedmenec

Strašek

2017

Economic Research-Ekonomska Istraživanja

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“…It concluded literally that uncertainty-accepting societies may be more innovative than uncertainty-avoiding societies, based on employees' preferences for different roles within their organizations. Intrigued by these findings, Rinne et al (2012) assessed the predictive properties of all of Hofstede's dimensions, using data from the complex Global Innovation Index as dependent variables. They found that while IDV-COLL and PD were related to national innovation scores, UA was not related to them.…”

Section: Variable R With Pdmentioning

confidence: 99%

A revision of Hofstede’s model of national culture: old evidence and new data from 56 countries

Minkov

2017

CCSM

206

216

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Purpose Hofstede’s model of national culture has enjoyed enormous popularity but rests partly on faith. It has never been fully replicated and its predictive properties have been challenged. The purpose of this paper is to provide a test of the model’s coherence and utility. Design/methodology/approach Analyses of secondary data, including the World Values Survey, and a new survey across 56 countries represented by nearly 53,000 probabilistically selected respondents. Findings Improved operationalizations of individualism-collectivism (IDV-COLL) suggest it is a robust dimension of national culture. A modern IDV-COLL index supersedes Hofstede’s 50 year-old original one. Power distance (PD) seems to be a logical facet of IDV-COLL, rather than an independent dimension. Uncertainty avoidance (UA) lacks internal reliability. Approval of restrictive societal rules and laws is a facet of COLL and is not associated with national anxiety or neuroticism. UA is not a predictor of any of its presumed main correlates: importance of job security, preference for a safe job, trust, racism and xenophobia, subjective well-being, innovation, and economic freedom. The dimension of masculinity-femininity (MAS-FEM) lacks coherence. MAS and FEM job goals and broader values are correlated positively, not negatively, and are not related to the MAS-FEM index. MAS-FEM is not a predictor of any of its presumed main correlates: achievement and competition orientation, help and compassion, preference for a workplace with likeable people, work orientation, religiousness, gender egalitarianism, foreign aid. After a radical reconceptualization and a new operationalization, the so-called “fifth dimension” (CWD or long-term orientation) becomes more coherent and useful. The new version, called flexibility-monumentalism (FLX-MON), explains the cultural differences between East Asian Confucian societies at one extreme and Latin America plus Africa at the other, and is the best predictor of national differences in educational achievement. Research limitations/implications Differences between subsidiaries of a multinational company, such as IBM around 1970, are not necessarily a good source of knowledge about broad cultural differences. A model of national culture must be validated across a large number of countries from all continents and its predictions should withstand various plausible controls. Much of Hofstede’s model (UA, MAS-FEM) fails this test while the remaining part (IDV-COLL, PD, LTO) needs a serious revision. Practical implications Consultancies and business schools still teach Hofstede’s model uncritically. They need to be aware of its deficiencies. Originality/value As UA and MAS-FEM are apparently misleading artifacts of Hofstede’s IBM data set, a thorough revision of Hofstede’s model is proposed, reducing it to two dimensions: IDV-COLL and FLX-MON.

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“…However, with regard to this assumption, research has produced contradictory outcomes (Hofstede et al, 2010, pp. 211): Studies at national level have either found a negative relationship between uncertainty avoidance and innovation (Shane, 1993), or no relationship at all (Rinne et al, 2012). Hofstede et al (2010) argued that cultures with low uncertainty avoidance excelled at producing new ideas, while cultures with high uncertainty avoidance were better at implementing such ideas into new processes or products.…”

Section: Theoretical Background and Research Modelmentioning

confidence: 99%

How Knowledge Worker Teams Deal Effectively with Task Uncertainty: The Impact of Transformational Leadership and Group Development

2017

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The purpose of this paper is to clarify how leadership is able to improve team effectiveness, by means of its influence on group processes (i.e., increasing group development) and on the group task (i.e., decreasing task uncertainty). Four hundred and eight members of 107 teams in a German research and development (R&D) organization completed a web-based survey; they provided measures of transformational leadership, group development, 2 aspects of task uncertainty, task interdependence, and team effectiveness. In 54 of these teams, the leaders answered a web-based survey on team effectiveness. We tested the model with the data from team members, using structural equations modeling. Group development and a task uncertainty measurement that refers to unstable demands from outside the team partially mediate the effect of transformational leadership on team effectiveness in R&D organizations (p < 0.05). Although transformational leaders reduce unclarity of goals (p < 0.05), this seems not to contribute to team effectiveness. The data provided by the leaders was used to assess common source bias, which did not affect the interpretability of the results. Limitations include cross-sectional data and a lower than expected variance of task uncertainty across different job types. This paper contributes to understanding how knowledge worker teams deal effectively with task uncertainty and confirms the importance of group development in this context. This is the first study to examine the effects of transformational leadership and team processes on team effectiveness considering the task characteristics uncertainty and interdependence.

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Hofstede and Shane Revisited

Cited by 136 publications

References 18 publications

Are some cultures more favourable for social entrepreneurship than others?

Are some cultures more favourable for social entrepreneurship than others?

A revision of Hofstede’s model of national culture: old evidence and new data from 56 countries

How Knowledge Worker Teams Deal Effectively with Task Uncertainty: The Impact of Transformational Leadership and Group Development

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