Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Sign In to gain access to subscriptions and/or personal tools.
International Journal of Cross Cultural Management
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Fang, T.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati  
What's this?

A Critique of Hofstede’s Fifth National Culture Dimension

Tony Fang

Stockholm University School of Business, Sweden, tony.fang{at}fek.su.se

Using indigenous knowledge of Chinese culture and philosophy, this article critiques Geert Hofstede’s fifth national culture dimension, i.e. ‘Confucian dynamism’, also referred to as ‘long-term orientation’. The basic premise on which the dimension is founded is scrutinized and the way in which this index has been constructed is assessed in detail. It is argued that there is a philosophical flaw inherent in this ‘new’ dimension. Given this fatal flaw and other methodological weaknesses, the usefulness of Hofstede’s fifth dimension is doubted. The article concludes by calling for new visions and perspectives in our cross cultural research.

Key Words: Chinese values • Confucian dynamism • cross cultural • Hofstede’s fifth dimension • long-term orientation • Yin Yang

International Journal of Cross Cultural Management, Vol. 3, No. 3, 347-368 (2003)
DOI: 10.1177/1470595803003003006
Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati    What's this?


This article has been cited by other articles:


Home page
 Journal of Leadership and Organizational StudiesHome page
Canchu Lin
Demystifying the Chameleonic Nature of Chinese Leadership
Journal of Leadership and Organizational Studies, May 1, 2008; 14(4): 303 - 321.
[Abstract] [PDF]

Home page
 International Journal of Cross Cultural ManagementHome page
L. Clausen
Corporate Communication Challenges: A 'Negotiated' Culture Perspective
International Journal of Cross Cultural Management, December 1, 2007; 7(3): 317 - 332.
[Abstract] [PDF]

Home page
 International Journal of Cross Cultural ManagementHome page
B. W. Stening and M. Y. Zhang
Methodological Challenges Confronted when Conducting Management Research in China
International Journal of Cross Cultural Management, April 1, 2007; 7(1): 121 - 142.
[Abstract] [PDF]

Home page
 International Journal of Cross Cultural ManagementHome page
M. M. Jabri
Commentaries and Critical Articles : Text-context Relationships and Their Implications for Cross Cultural Management
International Journal of Cross Cultural Management, December 1, 2005; 5(3): 349 - 360.
[Abstract] [PDF]