Hofstede’s
model is based on 5 dimensions:
This
model can be used as a tool to help understand the cultural differences among
countries.
Managers
need to adapt management practices to a particular culture.
POWER DISTANCE
This concerns the extent to which people from lower parts of the hierarchy accept power distance and even expect power to be distributed unequally.
This dimension shows that Italians expect power distance (see Interview 4). Then again, they like to make fun of authorities and breaking rules seems to be an Italian hobby (see Interview 1,3,4).
In business, this dimension leads to rather formal behavior (see Interview 4) where subordinates should not call their superiors by their first name. Therefore, before being invited to do so, you should say "Signore" or "Signora" followed by their last name and maybe even adding personal titles.
This dimension shows that Italians expect power distance (see Interview 4). Then again, they like to make fun of authorities and breaking rules seems to be an Italian hobby (see Interview 1,3,4).
In business, this dimension leads to rather formal behavior (see Interview 4) where subordinates should not call their superiors by their first name. Therefore, before being invited to do so, you should say "Signore" or "Signora" followed by their last name and maybe even adding personal titles.
INDIVIDUALISM
This dimensions concerns the view people have on different groups around them. They could see only themselves and their immediate family as relevant and important when being individualistic. Collectivistic people on the other hand think about the well-being of a whole group such as their company and put their individual needs at a secondary position. They also define themselves as part of this "in-group" for the rest of their lives.
Italians score high on this dimension as they care about their immediate family and not so much about friends (see Interview 1,3).
Italians score high on this dimension as they care about their immediate family and not so much about friends (see Interview 1,3).
Businesses are often small private ones in family organization (see Interview 4). Most Italians prefer doing business with people they know and trust. Decisions are then made within the in-group and meetings are used most of all to inform the other people about the outcome.
MASCULINITY
This refers back to so-called masculine or feminine values. Masculine values are ones such as being tough and assertive where material success and progress matter and conflicts are solved by fighting. Feminine on the other hand are nurturing and modest and resolve their problems with negotiation and compromise thus at the same time caring for the people around them.
The high score for Italy can be explained by Italian machismo and assertiveness (see Interview 3). Women do work most of the time, although not in high hierarchical positions and their role in the household is still very clear with cooking, cleaning and taking care of the children (see Interview 1).
Furthermore, for Italians, material things are essential and looking nice to leave a lasting good impression is vital (see Interview 1,3).
Then again, Italians appreciate life and its positive aspects and work in order to live rather the other way around (see Interview 4). Those are rather feminine values.
The high score for Italy can be explained by Italian machismo and assertiveness (see Interview 3). Women do work most of the time, although not in high hierarchical positions and their role in the household is still very clear with cooking, cleaning and taking care of the children (see Interview 1).
Furthermore, for Italians, material things are essential and looking nice to leave a lasting good impression is vital (see Interview 1,3).
Then again, Italians appreciate life and its positive aspects and work in order to live rather the other way around (see Interview 4). Those are rather feminine values.
UNCERTAINTY AVOIDANCE
According to Hofstede this dimension contemplates the fact how comfortable people of that culture are with uncertainty. Cultures that avoid uncertainty will need a lot of information before completing a task or dislike innovation as it brings too many unforeseeable changes.
Looking at the history of Italy, one can see a lot of changes due to wars, politics and economics. This probably led to the Italians' fear of the unknown (see Interview 1,2).
Therefore, Italians will rather do business with people they know and try to get to know new business partners before really meeting them, i.e. on the phone etc. By consequence, the best practice in Italy is to send a written message first and call afterwards.
Looking at the history of Italy, one can see a lot of changes due to wars, politics and economics. This probably led to the Italians' fear of the unknown (see Interview 1,2).
Therefore, Italians will rather do business with people they know and try to get to know new business partners before really meeting them, i.e. on the phone etc. By consequence, the best practice in Italy is to send a written message first and call afterwards.
LONG-TERM ORIENTATION
Hofstede's last and less used dimension is about the view of people. Short-term oriented cultures focus more on the near future and therefore do not save or plan their future too much. Also, they believe in absolute truth and value their traditions. Long-term oriented cultures, however, adapt a lot to the situation and can also alter rules according to the situation. Furthermore, they plan a lot more to achieve good and lasting results and are thrifty in order to enhance their future.
The Italian score lies in the short-term orientation as they do not plan on the long-term and do not focus on investing (see Interview 3). They also consider traditions to be very important (see Interview 1,2,3). The reason why it is probably hard to categorize Italy here though, according to the interviews, is that there is a change that seems to be happening at the moment, as more and more people realize that saving is important (see Interview 2) and also companies are trying to adapt to changes and focus on the long-term orientation (see Interview 4).
http://students.depaul.edu/~jborger/
http://geert-hofstede.com/dimensions.html
Hofstede's last and less used dimension is about the view of people. Short-term oriented cultures focus more on the near future and therefore do not save or plan their future too much. Also, they believe in absolute truth and value their traditions. Long-term oriented cultures, however, adapt a lot to the situation and can also alter rules according to the situation. Furthermore, they plan a lot more to achieve good and lasting results and are thrifty in order to enhance their future.
The Italian score lies in the short-term orientation as they do not plan on the long-term and do not focus on investing (see Interview 3). They also consider traditions to be very important (see Interview 1,2,3). The reason why it is probably hard to categorize Italy here though, according to the interviews, is that there is a change that seems to be happening at the moment, as more and more people realize that saving is important (see Interview 2) and also companies are trying to adapt to changes and focus on the long-term orientation (see Interview 4).
http://students.depaul.edu/~jborger/
http://geert-hofstede.com/dimensions.html
