3) Corporate Culture & Leadership

4 sets of environments Trompenaars’ Cultural model

List of the 7 dilemmas

Universalism or Particularism?

Universalism or Particularism?

Greater focus is more on general rules and obligations than on relationships

Trustworthy is, who honors his/her work or contract

There is only truth or reality that has been agreed upon

A deal is a deal

Focus is more on particular circumstances (relationships) than on abstract rules

Legal contracts can be modified

Trustworthy is, who honors changing circumstances

There are several perspectives on reality relative to each participant

Relationship evolves

Business implications of universalism

Neutral or affective relationship?

Neutral or affective relationship?

Non‐transparent emotional state to outsiders (subtle verbal and non‐verbal expressions)

Do not readily express what they think and feel (Embarrassed and awkward at public displays of emotions)

Agreement because of convincing arguments

Expressive face and body signals

Agreement because of similar feeling

Implications of neutrality vs. affectivity

Specific or diffuse strategies?

Specific or diffuse strategies?

Achievement or ascription?

Achievement or ascription?

Do one activity at a time

Time is sizable and measurable

Appointments should be kept strictly,

advance scheduling

Do more than one activity at a time

Appointments are approximate and subject to modifications if some one “more important” shows up

Schedules can be subordinated to relationships

Often dominant attitude bordering on aggressiveness towards the environment

Conflict and resistance mean that you have convictions

Focus is on oneself, one’s own group and organization

Often flexible attitude, willing to compromise and keep peace

Harmony and responsiveness mean sensibility

Focus is on “others”, e.g. customers, partners, relatives, colleagues

Trompenaars versus Hofstede dimensions