This study examines the impact of
Hofstede's six cultural dimensions, namely power distance,
individualism/collectivism, masculinity/femininity, uncertainty avoidance, and
long-term/short-term orientation on organizational behavior by comparing Indonesia
with four different cultures: Vietnam, China, Taiwan, and France. It analyzes
six scores in five different countries using a literature review on Hofstede's
dimensions. With each dimension expressed on a scale of 0 to 100, In addition,
this study translates the six dimensions into helping develop successful
international business organizations. The results showed that Indonesia, China,
Vietnam, Taiwan, and France all have a significant influence on organizational
culture within the organization. In these countries, they show high levels of
delegation of authority to employees, low levels of individualism and
collectivism in China, Indonesia, Taiwan, and Vietnam, high levels of
individualism in France, and masculinity and femininity, as well as uncertainty.
On the long-orientation dimension, China and Taiwan score the highest among
France, Indonesia, and Vietnam regarding indulgence versus restraint in
combination with high scores on uncertainty avoidance, implying that Taiwanese
and French are less relaxed and enjoy life less often than is usually assumed.
that their actions are constrained by social norms.
JEL classification numbers: D23, O19.
Keywords: Hofstede’s dimension, National culture, Organizational
culture, Organizational behavior.