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dimension framework of Hofstede and it has been widely used in different contexts around the behavioural and management studies. Blodgett (Blodgett et al, 2001) used this cultural dimensions model to discuss the attitude and behaviour in the field of management. Grainger and Hedges used the framework to compare stereotypes across different cultures. Chang and Ding also used Hofstede's framework. They used this model to look at the four dimensions, and conducted the research in twenty-two countries of Asia.

 

Fons Trompenaars is also one of the leading contributors of the cross-cultural communication. He along with Hampden introduced the seven dimensions framework. Trompenaars used the model of Hofstede cultural dimensions, enhanced his framework by comparing different national cultures, and focused on the factors arising because of the cultural differences in organization. For their study, they conducted a survey of 15,000 employees in 50 countries. The survey was aimed at analysing the problems that could arise because of doing business in different cultures. After his survey, Trompenaars gave his seven important dimensions of cultures. By using the questionnaire data, Trompenaars made a continuum and placed the countries on the map using the dimensions. The relative positioning used by Trompenaars in his seven dimensions presented important information about the conflicts, organizational and management problems that could arrive because of the interaction of people from different countries (Trompenaars and Hampden, 1997 and Rugman and Collinson, 2007). The first dimension, Individual vs. Communitarian, means in culture individuals are more concerned about their own benefits than the organizations while the communitarian gives importance to their close groups and society. The second dimension, Neutral vs. Affective, looks at feelings and relationships among the people in the workplace. In the emotional context, people are more open in expressing their feelings while in the neutral people at the work are not that open and does not give their opinion more often. The third dimension, Specific vs. Diffuse, that whether the work relationships exist just in the organization or do they extend to outside of the organization. In the diffuse situation, people are afraid of narrowing down the gaps between their personal and work life. Achievement vs. Ascription refers to the status of employees in organizations and differentiating between different cultures where power, authority and credibility is based on the merit while age, gender, or class tends to be the norm of that culture. Universalism and Particularism, states that rules and regulations are applied at all times regardless of situations. The sixth dimension, Time differentiation has different meaning for different cultures. The sequential and synchronic views the attitude of the people towards the deadlines and punctuality o arriving at the meetings. The seventh dimension, Internal vs. External, people believe that with the technique and tools they can dominate the nature while in the external people see nature as the supreme power. Differences in religion, around the world, are the main cause of the difference in this dimension (Trompenaars and Hampden, 1997).

 

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