Trompenaars’ Dimensions

Question 1

Explain what Trompenaars’ dimensions are and what framework he goes beyond of

Answer 1

Framework for understanding cultural differences in management: how people in different cultures perceive and interact with each other
- goes beyond framework of anthropology/sociology
- shows how following dimensions affect process managing cultures:
-> relations to other people
-> relations to time
-> relations to nature/environment

Question 2

What is trompenaars’ standpoint

Answer 2

Each culture has specific solutions for universal problems

Question 3

In what categories can you divide the seven dimensions of Trompenaars’

Answer 3

1. Relations to the others
2. Relations to time: sequential/synchronic
3. Relation to the environment: inner- vs outer-directed

Question 4

List the 7 dimensions

Answer 4

1. Universalism/particularism
2. Individualism/collectivism (communitarianism)
3. Neutral/affective relationships
4. Specific/diffuse relationships
5. Achievement/ascription (doing/being)
6. Sequential vs synchronic time
7. Inner vs outer directed

Question 5

Define universialism/particularism

Answer 5

Societal vs personal obligation

Question 6

General explaination and managerial example: universalism/particularism

Answer 6

Universalism
1. Absolute rules apply: irrespective of circumstances/situations
2. Managers tend to extend rules
Particularism
1. Circumstances and relationships more important considerations than absolutes
2. Managers tend to discover exceptions

Question 7

Define individualism/collectivism (communitarianism)

Answer 7

Personal vs group goals

Question 8

General explanations and managerial example: individualism/collectivism

Answer 8

Individualism:
1. Personal welfare and fulfillment
2. Originating ideas
Collectivism
1. Social concern and altruism
2. Refining useful products

Question 9

Define neutral/affective relationships

Answer 9

Emotional orientation

Question 10

General explanation and managerial exmaple: neutral/affective relationship

Answer 10

Neutral relationship
1. Controls emotions/expression
2. Being professional
Affective relationship
1. Expresses emotions openly
2. Being engaged

Question 11

Define specific/diffuse relationships

Answer 11

Contract vs contact

Question 12

General explanantion and managerial example: specific vs diffuse relationships

Answer 12

Specific relationship
1. Separates work and personal life
2. Employees hired to be part of system which performs efficiently
Diffuse relationship OR data and codification
1. Blends works and professional life
2. Employees are members of groups working tgt: their relationships determine how company functions OR concepts and models

Question 13

Define achievement/ascription (doing/being)

Answer 13

Legitimating power and status

Question 14

General explanation and managerial example: achieved or ascribed status

Answer 14

Achievement:
1. Evaluate business people evaluated by how well they perform a function
2. Head hunting
Ascription
1. Status is attributed to e.g. older people who are of good family or highly qualified
2. Developing in house

Question 15

Define sequential/synchronic time (monochronic, polychronic)

Answer 15

How people perceive and manage time

Question 16

General explanantion and managerial example: sequential vs synchronic time

Answer 16

Sequential time:
1. Time is tangible and divisible, only do one activity at a time
2. Keeping to schedule
Synchronic time
1. Time is flexible and intangible, appointments are approximate and subject to “giving time” to significant others
2. Being easily distracted

Question 17

Define inner/outer directed (internal/external control to the environment)

Answer 17

How perceive and respond to environment

Question 18

General explanation and managerial example: inner- vs external control

Answer 18

Inner-control
1. One’s personal conviction is starting point for every action: may result in conflict with others and resistance to nature
2. Driven by conscience
External Control
1. Sensitive to environment and seeks harmony: often flexibel attitude, willing to compromise
2. Responsive to outside influence

Question 19

Trompeneers’ vs Hofstede’s dimension

Answer 19

Trompeneers: culture are like circles with preferred arcs joined together, seen as models to learn with
Homestead: linear forms where cultures are positioned high or low or in middle, seeking the perfect model

Addintionally; trompeneers explores relevance of 7 intercultural dimensions to innovation

Question 20

Culture of innovation in organisations

Answer 20

Success of innovation process depends on ability to: produce new ideas, relative to companies ‘ culture: transform those ideas into effective projects
Culture of organization: open to outside world, invite mind to innovations, encourage emergence of ideas “bottom up”