Trompenaars’ cultural dimensionsFive of Trompenaars’ dimensions are an adaptation of the work of Parsons and
Shils (1951). The additional dimensions are based on research done by anthro-
pologists and psychologists on individuals’ perceptions of time (Hall, 1959) and
perceptions of the control they exercise on their environment (Rotter, 1966).
The dimension Neutral versus Affective is centered on the expression – or
not – of feelings in certain situations. Trompenaars measures this dimension
with questions such as ‘How would you behave if you felt upset about some-
thing at work? Would you express your feelings openly?’ Responses differenti-
ate respondents in each country. The resulting cultural dimension enables us
to recognize that in a certain country, emotions tend to be displayed together
with rational arguments. This might be confusing to people coming from a cul-
ture where people are not expected to express emotion but to provide rational
arguments with respect to work issues.
Individualism versus Communitarianism resembles Hofstede’s dimension on
employees’ independence from or dependence on their organization.
Trompenaars and Hampden-Turner however define the Individualism–
Communitarianism perspective of an individual’s primary orientation either to
the self or to common goals and objectives. The questions that were used to
measure this dimension (see Table 6.3) focus on the employees’ work environ-
ment and illustrate the impact of this dimension on the organization of work
and employees’ responsibility.
Universalism versus Particularism illustrates individuals’ attitudes towards
universal principles (e.g. telling the truth, following a rule). People can either
consider that principles apply whatever the situation, or that the specificity of
each situation determines whether one should apply them or not. Questions
used in the measurement (see Table 6.4) help understanding this dimension
and the alternative behaviors. The mini case study we discuss later in this chap-
ter (‘Annika faces divergent cultural meanings’) provides an illustration.
Achievement versus Ascription.Social status (e.g. being a manager) can be based
either on achievement (what people have accomplished by their own efforts) or
ascription (who they are). In a work environment oriented toward individuals’
achievement, employees tend to be judged on their performances. Successful
managers might reach top positions more quickly than in an ascription-oriented
environment. They are also expected to keep performing well in order to main-
tain their position. In an ascription-oriented environment, the managers’ back-
ground and former experience are the key factors which determine promotion.
Their educational background, for example the school they graduated from,
might be taken into consideration even after many years of work experience.
Specificity versus Diffuseness is centered on an individual’s separation of pri-
vate and public spaces. In specific cultures, people tend to compartmentalize
their life into different ‘protected’ spheres. Being good friends at work does not
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