Beyond Hofstede: Culture Frameworks for Global Marketing and by Cheryl Nakata

By Cheryl Nakata

Hofstede brought a tradition paradigm that has been commonly influential in foreign business. However, its relevance in gentle of culture's expanding complexity because of globalization has been questioned. Alternative tradition frameworks and views are offered by prime students in worldwide advertising and administration.

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Even though Hofstede 42 Beyond Hofstede acknowledged that culture is by no means limited to values, the sole focus of his four-factor (later, five-factor) model and instrument for quantifying culture, the Value Survey Module, is values.

1991) Cultures and Organizations: Software of the Mind. London, UK: McGraw-Hill. , Ohayv, D. , & Sanders, G. (1990) “Measuring Organizational Cultures: A Qualitative and Quantitative Study Across Twenty Cases,” Administrative Science Quarterly, 35, 286–316. House, R. , Hanges, P. , Javidan, M. , & Gupta, V. (2004) Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Thousand Oaks, CA: Sage Publications. , & Hall, R. (1994) “Level Issues in Theory Development, Data Collection, and Analysis,” Academy of Management Review, 19, 195–229.

Put succinctly: (1) stop doing “grand” values assessments; (2) develop some mid- and/or grand-level theories that link culture to action; (3) consider alternatives for values as a basis for exploring culture in relation to action; and (4) refocus attention on similarities rather than differences. The first three of these points were made in my JIBS article, but I’ve added an important fourth point. Enough is enough My first point is self-evident: We have enough of these values-based, large-scale surveys, and it just isn’t terribly useful to have more of them.

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