The book “Riding the Waves of Culture: Understanding Diversity in Global Business” is a classic in the field of cross-cultural management.
Here is a summary of the key aspects of the book:
Authors
The book was written by Fons Trompenaars and Charles Hampden-Turner.
Main Theme
The central argument of the book is that there is no single “best way” to manage across cultures. Cultural differences significantly shape global business practices and management styles. The authors provide a framework to understand and reconcile these differences to achieve more effective international management.
The Seven Dimensions of Culture
At the heart of the book is Trompenaars and Hampden-Turner’s model, which identifies seven dimensions of cultural differences, often presented as opposing value pairs. These dimensions describe how different national cultures have developed varying solutions to universal problems:
1. Universalism vs. Particularism
- Universalism: Belief that rules, laws, and codes should be applied consistently and universally, regardless of the person or circumstances (e.g., US, UK, Germany).
- Particularism: Belief that circumstances and relationships are more important than rigid rules; flexibility and adapting to context are valued (e.g., China, Russia, South America).
2. Individualism vs. Communitarianism
- Individualism: Prioritizing personal goals, rights, and achievements; the individual is the primary focus (e.g., US, Canada, Netherlands).
- Communitarianism: Prioritizing group goals, collective well-being, and social cohesion; the importance of the community is paramount (e.g., Japan, China, many Latin American countries).
- (Note: This is similar to Hofstede’s Individualism vs. Collectivism.)
3. Neutral vs. Emotional (Affective)
- Neutral: Cultures where people are taught to control and restrain the expression of emotions in professional settings; emotional displays are seen as unprofessional (e.g., UK, Japan, Netherlands).
- Emotional (Affective): Cultures where people are encouraged to openly express their emotions, using gestures, and speaking with volume; passion and enthusiasm are viewed positively (e.g., Italy, Spain, Latin American countries).
4. Specific vs. Diffuse
- Specific: Cultures that compartmentalize life, keeping work and personal relationships separate; public and private space are clearly distinct (e.g., US, Netherlands, UK).
- Diffuse: Cultures where life areas are interconnected, and professional and private life often overlap; access to one area of a person’s life often grants access to others (e.g., China, France, Germany).
5. Achievement vs. Ascription
- Achievement: Cultures where status and respect are primarily based on a person’s accomplishments, performance, and what they do (e.g., US, Australia).
- Ascription: Cultures where status is attributed based on age, education, family background, seniority, or social connections—who a person is (e.g., China, France).
6. Sequential Time vs. Synchronous Time
- Sequential Time: Cultures that view time as a linear, measurable progression; people do one thing at a time, value punctuality, and adhere strictly to schedules (e.g., US, UK, Germany).
- Synchronous Time: Cultures that view time as cyclical and flexible; people often do multiple things simultaneously and commitments are seen as more fluid (e.g., many parts of South America, Africa, and Asia).
7. Internal vs. External Control (Inner-Directed vs. Outer-Directed)
- Internal Control (Inner-Directed): Belief that one can and should control nature and the environment to achieve goals; they tend to be uncomfortable with change unless they initiate it (e.g., US).
- External Control (Outer-Directed): Belief that nature and the environment control them; they tend to be more flexible, willing to compromise, and focused on adapting to external forces (e.g., China, Japan).
Purpose and Application
The book’s goal is to help managers and leaders:
- Understand their own “cultural programming.”
- Recognize and respect the differences in other cultures.
- Reconcile cultural dilemmas by finding ways to integrate opposing values, rather than simply choosing one over the other.
By developing this “transcultural competence,” organizations can more effectively manage cross-cultural teams, negotiate international deals, and leverage diversity for innovation and competitive advantage.