Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Harvard Business Publishing
Version: 31 January 1996
Length: 7 pages
Abstract
People from different national cultures often operate under different assumptions about what is appropriate behavior. In organizational settings, these cultural differences in underlying assumptions can significantly affect interactions when individuals from various nationalities meet. This note describes a landmark study by Geert Hofstede of the impact of national culture on the work-related attitudes and values of IBM employees in 40 countries.
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Abstract
People from different national cultures often operate under different assumptions about what is appropriate behavior. In organizational settings, these cultural differences in underlying assumptions can significantly affect interactions when individuals from various nationalities meet. This note describes a landmark study by Geert Hofstede of the impact of national culture on the work-related attitudes and values of IBM employees in 40 countries.