Emerging in the 1980’s and 1990’s, Font Trompenaars believed that values define culture. Trompenaars’s work is primarily based on sociology and the five dimensions of Parsons (1951) and include two measures of attitudes towards time and environment. His work has a modern approach and includes a more robust sample population than Hofstede, including within companies’ organisational culture differences.
Trompernaars (1993) illustrated that the concept of cultures comes in layers between products of culture, norms and values and the basic assumptions. When a construction project takes place internationally, any party must be cross-culturally competent. To be competent, Trompenaars and Turner (2011) claimed that the trans-culture manager should be aware of managing seven culture dimensions: 1) universalism versus particularism; 2) individualism versus communitarianism; 3) affective versus neutral; 4) specific versus diffuse; 5) inner- directed versus outer-directed; 6) achievement versus ascription status; and 7) time as sequential versus time as synchronisation. The cultural dimensions identified within his model are described in Tables 2 to 8 as below:
Table 2: Universalism vs particularism (rules versus relationships)
Dimension Characteristic
Universalism People try to deal fairly with people based on these rules, but rules come before relationships.
Particularism People believe that each circumstance, and each relationship, dictates the rules that they live by. Their response to a situation may change, based on what is happening in the movement and who is involved. Source and simplified by: https://www.mindtools.com/pages/article/seven-dimensions.htm
Table 3: Individualism vs communitarianism (individual versus group)
93 Individualism People believe in personal freedom and achievement. They believe that you make your own decisions, and that you must take care of yourself. Communitarianism People believe that the group is more important than the individual. The
group provides help and safety, in exchange for loyalty. The group always comes before the individual.
Source and simplified by: https://www.mindtools.com/pages/article/seven-dimensions.htm
Table 4: Specific vs diffuse (how far people get involved)
Dimension Characteristic
Specific People keep work and personal lives separate. As a result, they believe that relationships do not have much impact on work objectives, and, although good relationships are important, they believe that people can work together without having a good relationship.
Diffuse People see an overlap between their work and personal life. They believe that good relationships are vital to meeting business objectives, and that their relationships with others will be the same, whether they are at work or meeting socially. People spend time outside work hours with colleagues and clients.
Source and simplified by: https://www.mindtools.com/pages/article/seven-dimensions.htm
Table 5: Neutral vs emotional (how people express emotions)
Dimension Characteristic
Neutral People make a great effort to control their emotions. Reason influences their actions far more than feelings. People do not reveal what they are thinking or they’re feeling.
Emotional People want to find ways to express their emotions, even spontaneously, at work. In these cultures, it is welcomed and accepted to show emotion Source and simplified by: https://www.mindtools.com/pages/article/seven-dimensions.htm
Table 6: Achievement vs ascription (how people view status)
Dimension Characteristic
94 accordingly. These cultures value performance, no matter who you are. Ascription People believe that you should be valued for who you are. Power, title,
position matter in these cultures, and these roles define behaviour. Source and simplified by: https://www.mindtools.com/pages/article/seven-dimensions.htm
Table 7: Sequential time vs synchronous time (how people manage time)
Dimension Characteristic
Sequential time People like events to happen in order. They place a high value on punctuality, planning and staying on schedule. In this culture, “time is money”, and people do not appreciate it when their schedule is thrown off. Synchronous
time
People see past, present, and future as interwoven periods. They often work on several project at once and view plans and commitments as flexible.
Source and simplified by: https://www.mindtools.com/pages/article/seven-dimensions.htm
Table 8: Internal Direction vs outer direction (how people relate to their environment)
Dimension Characteristic
Internal direction
People believe that they can control nature or their environment to achieve goals. This includes how they work with teams and within organisations. Outer direction People believe that nature, or their environment, controls them; they must
work with their environment to achieve goals. At work or in relationship, they focus their actions on others, and they avoid conflict where possible. People often need reassurance that they are doing a good job.
Source and simplified by: https://www.mindtools.com/pages/article/seven-dimensions.htm
The framework is particularly useful in understanding and dealing with cultural differences. However, the framework applies within the setting of culture and organisational culture that results in confusion between the two. Trompenaars and Turners established the seven dimensions of culture based on three bases: relationship with people, attitude to time and attitude to the environment. Although there are some similarities in the first two dimensions with the Hofstede’s, Trompenaars’ s and Turner’s framework differs in which the dimensions are behavioural in nature, in contrast to Hofstede’s, which focuses on the values.
95 Therefore, it can be observed that this framework is easier to interpret as it describes the behavioural aspect rather than values, which are uncertain, ambiguous and harder to identify.