International Human Resource Management: A Case Study Approach.

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Introduction
One of the overwhelming challenges that expatriates have to deal with is how to assimilate with the cultures and social norms of the countries they are sent to. To effectively carry out their tasks and interact with their coworkers, the expatriates are required to be equipped with cultural competence and social awareness. These knowledge needs provide organizations (employers) with unique opportunities to offer their employees with cross-cultural training before sending them to foreign countries. The first step in the training is usually to help the employees explore and understand Gert Hofstede’s Cultural Dimension theories so that they can easily and effectively undergo sociocultural and psychological adjustments when assigned to work as expatriates in other country. The current paper examines the Hofstede’s Cultural Dimensions theories, and how the understanding of such theories can assist new expatriates to effectively perform their roles in foreign countries regardless of the underlying cultural differences.
Synopsis of Geert Hofstede
Geert Hofstede (1928 – February 2020) was a Dutch social psychologist, an anthropologist (at Maastricht University in Netherlands), and an employee at IBM. After attending various schools in Apeldoorn and The Hague, Hofstede obtained a high school diploma in 1945 before joining Delft Technical University where he graduated with an M.Sc. in mechanical engineering in 1953. He later joined the Dutch military where he served for two years before he left to work for various companies in Amsterdam for ten years. Hofstede then enrolled in graduate studies in Groningen in 1965, and also joined IBM International where he worked as a management trainer, while we as a part-time lecturer at the International Institute for Management Development. After his retirement in 1983, he focused on research and public speeches all over the world in the areas of organizational culture, management, interactions between cultures, and cultural economics. As such, Hofstede received various awards for his intercultural research across nations (Geert Hofstede, 2020). While Hofstede is known for various works, especially in research, one of his most monumental accomplishments that he will be remembered for is the development of the Cultural Dimensions theory – a model that “provides a systematic framework for assessing the differences between nations and cultures” (Telelangue, 2012).
Key Facts that led to Hofstede’s Research
Establishment of Hofstede’s Cultural Dimensions theory in the 1970s was underpinned by his decade of research on cross cultural groups, intercultural relationships and organizational culture. Various factors inspired Hofstede to conduct the research studies. During one of his internships in 1947, Hofstede embarked on a voyage to Indonesia as an assistant engineer of the ship. This was his first time to get out of Netherlands, and thus Hofstede found himself immersed in a completely new culture that differed from his in many respects. On another trip to England, Hofstede experienced a cultural when he was introduced to an English girl by his friend. He noticed marked cultural differences between his country, Netherlands and England despite the two countries being close European members. These two experiences contributed significantly to Hofstede’s career in intercultural research.
Another key factor that influenced Hofstede’s cross-cultural research decision relate to his experiences working in managerial jobs in various Dutch companies as well as a management trainer at IBM International. These management roles marked Hofstede’s transition from the engineering profession to social psychology. As a management trainer, for example, he was tasked with overseeing the application and introduction of employee opinion surveys in all the IBM’s subsidiaries across the world. He also travelled across numerous regions, including the Middle East and Europe interview potential employees and undertake surveys on people’s collaboration and behavior in large organizations. These experiences with people from different cultural backgrounds and the cultural shocks that occurred inspired Hofstede to dedicate his time to cross-cultural research when the IBM granted him a two-year sabbatical leave (Geert Hofstede, 2020).
Hofstede’s Cultural Dimensions
The level of cultural differences between expatriates and their business partners in foreign countries greatly influences negotiation and communication outcomes. The key cultural dimensions stressed by the Hofstede’s Cultural Dimensions framework include; power distance, masculinity vs. femininity, individualism vs. collectivism, uncertainty avoidance, indulgence vs. restraint, long-term orientation vs. short-term orientation and assertiveness or confrontational (Hofstede, 2009; Telelangue, 2012).
Individualism vs. Collectivism Cultural Dimension
Gelfand (1997) describes individualism vs. collectivism as a dimension of culture that “contrasts the extent to which people are autonomous individuals or embedded in groups” (p. 2). Telelangue (2012), on the other hand, defines the dimension as simply the extent to which people are integrated into groups and their responsibilities and dependence on groups. Unlike other dimensions such as power distance, it is devoid of political intension and describes culture at a group level rather focusing on the individual. Like most other dimensions, however, it moderates the relationship between people from different cultures as well as the outcome expectations and the conditions of communication or bargaining. Individualistic cultures, such as the U.S. tend to place greater importance on the attainment of personal goals, achievement and happiness. In comparison, cultures that collectivist, for instance, China put more value and priority on the wellbeing and goals of the group, rather than the individual (Corporate Finance Institute, 2019).
How the knowledge of Hofstede’s Cultural Dimensions will Assist a New expatriate Assigned to Work in China.
New expatriates can draw from the knowledge of Hofstede’s cultural dimensions when dealing with the culture shock they may experience in the host country. For instance, with an understanding that China values the achievement of group goals and cares more about how certain decisions affect groups rather than individuals, a new expatriate assigned to work in the country will learn how to put the interests of groups before those of the individual (Dur & Mateo, 2010). This may include holding group negotiations, encouraging organization-wide participation in decision-making and rewarding high performance employees in groups and not as individuals. Similarly, since China is a “high-power distance” or hierarchy culture, an expatriate sent to the country should recognize the existence of formal hierarchical positions, and hence demonstrate utmost respect when approaching their bosses and other people in higher positions of power and authority (Meyer, 2015; Corporate Finance Institute, 2019).