Geert Hofstede Zitate

Gerard Hendrik Hofstede, bekannt als Geert Hofstede , ist ein niederländischer Experte für Kulturwissenschaften. Er ist emeritierter Professor für Organisationsanthropologie und Internationales Management an der Universität Maastricht, Niederlande. Sein Forschungsgebiet ist die Organisationskultur und er analysierte die Zusammenhänge zwischen nationalen Kulturen und Unternehmenskulturen. Berühmt wurde seine Analyse von Mitarbeitern des Unternehmens IBM. Wikipedia

✵ 2. Oktober 1928

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Geert Hofstede: Zitate auf Englisch

“Individualism implies a loosely knit social framework in which people are supposed to take care of themselves and of their immediate families only.”

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Quelle: Culture's consequences: International differences in work-related values (1980), p. 45.

“What Machiavelli did not write but what the association between political systems and citizens' mental software suggests is that which animal the ruler should impersonate depends strongly on what animals the followers are.”

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Quelle: Cultures and Organizations: Software of the Mind, 1990, p. 81.

“Collectivism stands for a society in which people from birth onwards are integrated into strong, cohesive in-groups, which throughout people's lifetime continue to protect them in exchange for unquestioning loyalty.”

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Quelle: Culture's consequences: International differences in work-related values (1980), p. 51.

“Power distance is defined as the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.”

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Hofstede (1997, p. 28) Anthony Henry (2008) Understanding Strategic Management. p. 359.

“In most collectivist cultures, direct confrontation of another person is considered rude and undesirable. The word no is seldom used, because saying “no” is a confrontation; “you may be right” and “we will think about it” are examples of polite ways of turning down a request. In the same vein, the word yes should not necessarily be inferred as an approval, since it is used to maintain the line of communication: “yes, I heard you” is the meaning it has in Japan.”

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Quelle: Cultures and Organizations: Software of the Mind, 1990, p. 106.

“Individualism denotes the relationship between the individual and the collectivity which prevails in a given society.”

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Quelle: Culture's consequences: International differences in work-related values (1980), p. 148.

“Individualism pertains to societies in which the ties between individuals are loose: everyone is expected to look after himself or herself and his or her immediate family.”

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Quelle: Culture's consequences: International differences in work-related values (1980), p. 51.

“Culture is the collective programming of the mind distinguishing the members of one group or category of people from others.”

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Quelle: Culture's consequences: International differences in work-related values (1980), p. 25; as cited in Rüdiger Pieper (1990) Human Resource Management: An International Comparison. p. 130.

“Values are a broad tendency to prefer certain states of affairs over others.”

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Quelle: Culture's consequences: International differences in work-related values (1980), p. 19.

“All societies are unequal, but some are more unequal than others.”

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Quelle: Culture's consequences: International differences in work-related values (1980), p. 137.

“Cross-cultural studies presuppose a systems approach, by which I mean that any element of the total system called ``culture’’ should be eligible for analysis, regardless of the discipline that usually deals with such elements. At the level of (national) cultures, these are phenomena on all levels: individuals, groups, organizations, or society as a whole may be relevant. There is no excuse for overlooking any vital factor because it is usually treated in someone else’s department at the university.”

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Quelle: Culture's consequences: International differences in work-related values (1980), p. 32; As cited in Low Sui Pheng & Shi Yuquan. "An exploratory study of Hofstede’s cross-cultural dimensions in construction projects." Management Decision 40.1 (2002): 7-16.

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