Trompenaars considers that cultures are made of shared meanings which
influence management practices. Trompenaars and Hofstede hold different
conceptions of what the essence of culture is. Hofstede adopts his definition of
culture from social sciences theories of the 1950s: ‘ideas and especially their
attached values’ are ‘the essential core of culture’. Trompenaars, in line
with contemporary theories, positions meanings in the core of culture. He
argues that culture is about making sense, not just a shared way of living or
working together. People make sense of their world with meanings, i.e. how
they interpret what is around them. Consequently, human interpretations are
the core of culture. The different interpretations of norms and values distin-
guish cultures. The following mini case gives an illustration of cultural differ-
ences in meanings.
Considering meanings as the core of culture can reveal different cultural
differences than those identified by the study of values across cultures. Indeed,
if a value survey shows that two national cultures give similar importance to
the same values, it doesn’t necessarily mean that these cultures display simi-
lar individual behaviors, since the interpretationof values can be very different
in practice.
Culture in Management 155Sample items from Trompenaars and Hampden-Turner’s measurement of Inner versus
Outer Directedness
Inner directedness Outer directednessSelect the statement It is worthwhile trying Nature should take its
that you believe to control important course and we just have to
most reflects reality. natural forces, like the accept it the way it comes
weather. and do the best we can.
What statement do Trusting to fate never Without the right breaks
you agree with? turned out well. one cannot be an
effective leader.
There is no such thing Getting a good job.
as luck. depends on being in the
right place at the right
time.Sources:Trompenaars, 1993: 126; Trompenaars and Hampden-Turner, 1997: 142;
Hampden-Turner and Trompenaars, 2000: 238–239.
TABLE 6.5