Uncertainty Avoidance

This paper aims to compare three different countries Italy, Germany and Serbia in seven different dimensions proposed by Hofstede (1984; 1990; 2001; 2008): power distance, uncertainty avoidance, individualism-collectivism, and masculinity-femininity, long term orientation vs. short term orientation, and indulgence-restraint. We set different hypotheses to check similarity between this countries. Data was used from  Hofstede  website, and sample of questioners by World Value Surwey. Our results show that Italy has higher index of individualism, Germany highly rank in terms of professionalism, and Serbia lowest GDP, highly collectivism society, and higher power distance. In the case of Serbia the predictive power of cultural values is likely to be more stronger when people face uncertainty.

This paper summarizes the author's recently published findings about differences in people's work-related values among 50 countries. In view of these differences, ethnocentric management theories (those based on the value system of one particular country) have become untenable. This concept is illustrated for the fields of leadership, organization, and motivation.

This is a study of culture in relation to e-commerce behaviour using Hofstede's theory on cultural dimensions and country clusters. The main objective of the current project is to provide a longitudinal view of how national culture affecting the use of e-commerce has changed over a six year period (2005-2011) by replicating a 2005 study and comparing the results. Findings

This study builds on the work of Tsakumis et al. [Tsakumis, G. T., Curatola, A. P,. & Porcano, T. M. (2007). The relation between national cultural dimensions and tax evasion. Journal of International Accounting, Auditing and Taxation, 16, 131–147] by conducting further empirical analysis of the relationship between Hofstede's [Hofstede, G. H. (1980). Cultures consequences: International differences in work-related values.

Cross-cultural studies using Hofstede’s national scores to operationalize his five cultural factors at an individual level suffer from ecological fallacy, and those using self-report scales treat cultural factors as unidimensional constructs and provide little or no evidence of the construct validity and measurement equivalence of these scales. This paper reconceptualizes Hofstede’s five cultural factors as ten personal cultural orientations and develops a new 40-item scale to measure them. It also establishes the validity, reliability, and cross-cultural measurement equivalence of the new scale, and discusses its advantages over other scales.

Objective: The purpose of this paper is to provide a critical assessment of the cross-cultural leadership literature and suggest avenues for future developments on both empirical and conceptual fronts. Research Design & Methods: The paper performs a comprehensive review of the cross-cultural leadership literature with a particular focus on the emergence and effects of culturally congruent leadership. The paper identifies gaps and suggests a sequence of steps for future research. Findings: The major focus of cross-cultural leadership studies has been on the measurement and description of relationships and research within this area has generally paid less attention to addressing other important issues such as cultural value effects across levels, interaction between individual and societal values, and the way culture-leadership congruity is produced and its effects are transmitted. Implications & Recommendations: The gaps identified and suggestions provided may be of value in theory development and integration, and in addressing empirical issues beyond measurement and description of relationships. Contribution & Value Added: Although prior studies offer reviews on effects of culture on organizationally relevant outcomes, but their analyses mainly focus on general categories of attitudes and behaviours. The focus of this paper is on providing a comprehensive assessment of the literature on the culture-leadership link.