Intercultural Management in Focus – Geert Hofstede’s Cultural Dimensions
The Most Comprehensive Intercultural Study to Date
Understanding Cross-Cultural-Management
In the global business environment, intercultural management, cultural differences, and international cooperation are central to sustainable success. Professionals working internationally face diverse values, communication styles, and expectations—whether in negotiations, supplier management, multicultural team leadership, or everyday project work.
To prevent misunderstandings and build effective cross-border relationships, managers need a solid understanding of cultural dimensions, orientations, and communication patterns. Our Interkulturelles Training delivers these insights, blending academic research with practical business application to equip organizations for success in culturally complex environments.
Geert Hofstede – The Star:
Geert Hofstede, a Dutch psychologist and former IBM employee, conducted what remains the largest intercultural study in history. In his initial research, he surveyed approximately 116,000 IBM employees across 53 countries, identifying four cultural dimensions to measure national differences.
Following criticism that his work was Western-centered, Hofstede launched the Asia Study, polling an additional 2,300 students in 23 countries. This extended his model to include a fifth dimension. Over the course of his research, he developed more than 100 questionnaire items, creating a data set of unmatched scale and influence in the field (Kutschker & Schmid, 2011).
Hofstede’s approach was inspired by earlier work from Kluckhohn & Strodtbeck and Edward T. Hall, adapting and expanding several existing dimensions. Crucially, he was the first researcher to explicitly link cultural dimensions to management implications, making his work directly relevant to organizational strategy and leadership practices.
Criticism and Limitations:
While Hofstede’s study remains foundational, critics argue that its exclusive focus on IBM employees and the management context may distort its representation of a nation’s culture as a whole (Kutschker & Schmid, 2011). Nonetheless, his findings have shaped decades of research, training, and consulting in the field of cross-cultural management.
Legacy and Relevance:
Hofstede’s work remains one of the most cited in intercultural research, influencing leadership training, negotiation strategy, HR policy, and global project management. Until today, no other study matches its scope, scale, and methodological impact.
