1. Trompenaars cultural dimensions
Trompenaars and Hampden-Turner
(1997) classified cultures along a
mix of behavioral and value
patterns. Their research focuses on
the cultural dimensions of business
executives.
In their book "Riding The Waves of
Culture" (1997), Trompenaars and
Hampden-Turner identify seven
value orientations.

2. • Some of these value
orientations can be regarded
as nearly identical to
Hofstede's dimensions.
Others offer a somewhat
different perspective.

3. • The seven value dimensions identified
were:
1)Universalism versus particularism
2)Communitarianism versus
individualism
3)Neutral versus emotional
4)Defuse versus specific cultures
5)Achievement versus ascription
6)Human-Time relationship and
7)Human-Nature relationship

4. Lessons for MNCs
• The lessons that MNCs can draw from
Trompenaars findings are many. Here are some
examples:
• Universalism versus Particularism: Companies
from universalistic cultures negotiating with a
potential joint venture partner in China must
recognize that relationships matter and take time
to develop. They form the basis of the trust that
is necessary in order to do business. In a
particularistic culture, contracts are only a rough
guideline or approximation.

5. • Communitarianism versus Individualism:
Companies from individualistic cultures such as
the USA will face difficulties in introducing
methods of individual incentives such as pay-
for-performance and individual assessment in
subsidiaries in communitarian cultures such as
Germany or Japan.

6. • Neutral versus Emotional: Multinational teams
consisting of individuals from highly neutral and
highly affective cultures need careful
management and considerable inter-cultural
understanding. Otherwise, the affective persons
will view the neutral persons as ice-cold, and the
affective persons will be viewed as out of
control by the neutrals.

7. • Specific versus Diffuse: Managers from specific
cultures such as Denmark are much more prone to
criticize subordinates directly and openly without
regarding their criticism as a personal matter. In the
context of a subsidiary in a diffuse culture such as a
personal matter. In the context of a subsidiary in a
diffuse culture such as Russia, this may constitute an
unacceptable loss of face.

8. • Achievement versus Ascription: Sending a
young manager to run a subsidiary in a
traditional culture such as India will involve
difficulty. Likewise promoting younger
people within the subsidiary on the basis of
their performance.