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譯者注：霍夫斯太德的研究領(lǐng)域是研究企業(yè)文化及跨國管理學學生所必須要涉足的。據(jù)筆者經(jīng)驗，應(yīng)用各大中文搜索鍵入中文和英文搜索引擎中鍵入英文所得到的結(jié)果相去甚遠，關(guān)于霍氏的中文資料十分匱乏。其中的可參考性還有待商榷，比如，某著名大學研究生的論文中，對于該維度的闡述僅有4級，不免貽笑大方。現(xiàn)摘譯霍夫斯太德研究的最新文獻，望拋磚引玉，也望求志同道合者共同進步。
吉爾特•霍夫斯太德教授指導了一系列關(guān)于工作環(huán)境中的價值觀如何受文化影響的研究。 1967年至1973年間，霍夫斯太德教授在70多個國家的IBM公司采集關(guān)于員工價值觀的數(shù)據(jù)，至2001年，他的研究已經(jīng)拓展到74個國家和地區(qū)。 后續(xù)研究證實了先前的研究成果。研究對象包括了在23個國家的航空公司飛行員，14個國家的行政事務(wù)經(jīng)理，15個國家的高端消費者及19個國家的杰出人物。 通過分析早期及后續(xù)的研究數(shù)據(jù)，霍夫斯太德教授提出了一系列維度來描述、區(qū)分文化差異：權(quán)利距離、個人主義-集體主義、不確定性的規(guī)避及男性氣質(zhì)-女性氣質(zhì)。 之后，在霍氏與中國雇員及經(jīng)理的合作中，又發(fā)展了一個新的衡量維度----長遠取向-短期取向文化。該維度基于孔夫子的儒學思想，并已應(yīng)用于23個國家。 原文：Prof. Geert Hofstede conducted perhaps the most comprehensive study of how values in the workplace are influenced by culture. Geert Hofstede analyzed a large data base of employee values scores collected by IBM between 1967 and 1973 covering more than 70 countries, from which he first used the 40 largest only and afterwards extended the analysis to 50 countries and 3 regions. In the editions of GH‘s work since 2001, scores are listed for 74 countries and regions, partly based on replications and extensions of the IBM study on different international populations. Subsequent studies validating the earlier results have included commercial airline pilots and students in 23 countries, civil service managers in 14 counties, ‘up-market‘ consumers in 15 countries and ‘elites‘ in 19 countries. From the initial results, and later additions, Hofstede developed a model that identifies four primary Dimensions to assist in differentiating cultures: Power Distance - PDI, Individualism - IDV, Masculinity - MAS, and Uncertainty Avoidance - UAI. Geert Hofstede added a fifth Dimension after conducting an additional international study with a survey instrument developed with Chinese employees and managers. That Dimension, based on Confucian dynamism, is Long-Term Orientation - LTO and was applied to 23 countries.
權(quán)利距離指數(shù)——Power Distance Index (PDI) 聚焦于不同國家人與人之間的平等程度。高權(quán)利距離意味著在該社會對于由權(quán)利與財富引起的層級差異有很高的認同度。這些社會一般傾向于遵從層級制度體系，自下而上上的溝通受到嚴格的限制。低權(quán)利距離文化則指此社會不再強調(diào)公民間的由財富或權(quán)利引起的層級差異，而更加強調(diào)任與人之間地位、機會的平等。 個人主義——Individualism (IDV) 聚焦于社會對于個人成就及人際關(guān)系的認同程度。高個人主義強調(diào)個性及個人權(quán)利在一個社會中是頭等重要的。傾向于建立一種松散的組織關(guān)系架構(gòu)。低個人主義（集體主義）文化指組織更強調(diào)個體之間緊密的聯(lián)系。這些文化強調(diào)家庭式的觀念和情感依賴以及成員對于組織中其他成員的責任感。 女性氣質(zhì)——Masculinity (MAS) 關(guān)注對于傳統(tǒng)女性的工作角色及男性成功、控制、權(quán)力的社會角色模式的認同程度。高女性氣質(zhì)文化顯示該國家對于性別差異的敏感度很高。在這些國家中，男性占據(jù)了社會及權(quán)力結(jié)構(gòu)的主體地位，而女性則在男性的控制之下。低女性氣質(zhì)文化的社會顯示出這些國家對于性別差異認同度不高，沒有明顯的性別歧視。身處這種文化中的女性常?？梢栽诟鱾€方面享有與男子平等的權(quán)利。 不確定性規(guī)避指數(shù)——Uncertainty Avoidance Index (UAI) 聚焦于對于不確定性及含糊性的容忍程度。比如：非結(jié)構(gòu)性情況（非常規(guī)形勢）。一個高不確定性規(guī)避的組織通常是規(guī)則導向性的，通過建立一系列法律，規(guī)章，制度，限制來減少不確定因素。一個低不確定性規(guī)避組織則對于不確定情況具有高的容忍度及適應(yīng)力。這些組織通常更愿意變革，樂于承擔風險。 長期取向文化——Long-Term Orientation (LTO) 關(guān)注一個組織是否愿意長期忠誠于傳統(tǒng)的、先前的思想和價值觀。高長期取向國家強調(diào)長期承諾，尊重傳統(tǒng)，認為長期忠誠的風險會帶來豐厚的結(jié)果。然而，這樣的組織往往需要很長時間去組建、發(fā)展，尤其對于外來者。短期取向文化的組織則不強調(diào)長期觀念，同時傳統(tǒng)和承諾不會成為組織絆腳石。 原文：Power Distance Index (PDI) focuses on the degree of equality, or inequality, between people in the country‘s society. A High Power Distance ranking indicates that inequalities of power and wealth have been allowed to grow within the society. These societies are more likely to follow a caste system that does not allow significant upward mobility of its citizens. A Low Power Distance ranking indicates the society de-emphasizes the differences between citizen‘s power and wealth. In these societies equality and opportunity for everyone is stressed. Individualism (IDV) focuses on the degree the society reinforces individual or collective achievement and interpersonal relationships. A High Individualism ranking indicates that individuality and individual rights are paramount within the society. Individuals in these societies may tend to form a larger number of looser relationships. A Low Individualism ranking typifies societies of a more collectivist nature with close ties between individuals. These cultures reinforce extended families and collectives where everyone takes responsibility for fellow members of their group. Masculinity (MAS) focuses on the degree the society reinforces, or does not reinforce, the traditional masculine work role model of male achievement, control, and power. A High Masculinity ranking indicates the country experiences a high degree of gender differentiation. In these cultures, males dominate a significant portion of the society and power structure, with females being controlled by male domination. A Low Masculinity ranking indicates the country has a low level of differentiation and discrimination between genders. In these cultures, females are treated equally to males in all aspects of the society. Uncertainty Avoidance Index (UAI) focuses on the level of tolerance for uncertainty and ambiguity within the society - i.e. unstructured situations. A High Uncertainty Avoidance ranking indicates the country has a low tolerance for uncertainty and ambiguity. This creates a rule-oriented society that institutes laws, rules, regulations, and controls in order to reduce the amount of uncertainty. A Low Uncertainty Avoidance ranking indicates the country has less concern about ambiguity and uncertainty and has more tolerance for a variety of opinions. This is reflected in a society that is less rule-oriented, more readily accepts change, and takes more and greater risks. Long-Term Orientation (LTO) focuses on the degree the society embraces, or does not embrace, long-term devotion to traditional, forward thinking values. High Long-Term Orientation ranking indicates the country prescribes to the values of long-term commitments and respect for tradition. This is thought to support a strong work ethic where long-term rewards are expected as a result of today‘s hard work. However, business may take longer to develop in this society, particularly for an "outsider". A Low Long-Term Orientation ranking indicates the country does not reinforce the concept of long-term, traditional orientation. In this culture, change can occur more rapidly as long-term traditions and commitments do not become impediments to change |
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