in many societies. Consequently, Hofstede labels this dimension Masculinity
versus Femininity. This dimension expresses values such as assertiveness of the
person (Masculinity) and care and attention to the social surroundings
(Femininity). A masculine environment is generally presented as a place where
career success is an important motivation. Feminine environments are seen as
valuing the wellbeing and satisfaction of employees and tending to foster intu-
itive and consensus-oriented styles of management.
Long-term versus Short-term Orientation. A fifth dimension of national cul-
ture appeared in another study designed to counterbalance the potential
Western bias of the IBM questionnaire. In 1987 with the project Chinese
Culture Connection (CCC), Michael Bond developed a questionnaire repre-
senting ‘fundamental and basic values for Chinese people’. This questionnaire
was administered to students in 23 Asian and non-Asian countries. The statis-
tical analysis displayed four dimensions. The correlation between Bond’s and
Hofstede’s dimensions was substantial. One dimension, however, appeared
Culture in Management 147
FIGURE 6.2
Masculinity Index^0
IndividualisticFeminine IndividualisticMasculine
CollectivisticFeminine CollectivisticMasculine
10 20 30 40 50 60 70 80 9095
Individualism Index
5
10
20
30
40
50
60
70
80
90
100
JAM
JPN
MEX
COL
EQA
PHI
MALHOK
SIN
PERIDOTAIPAK
SALWAF
EAF
THAKOR
GUA
PAN VEN
ARAGRE
URUIRATURBRA
YUGCHLPOR
COS
ARGIND
SPAISR
SAPGER
IRE
ITA
SWI
AUT
AULUSAGBR
CAN NZL
DEN FRA BEL
NET
SWENOR
FIN
The position of 50 countries and three regions on the Masculinity–Femininity
and Individualism–Collectivism dimensions
Source:Hofstede, 2001: 294