A cultural comparison of business practices in Thailand and Japan with implications for Malaysia

Figures & data

Table 1. Definition of Hofstede dimensions (in words i.e. editable format)

Power Distance	Power distance (PD) reflects the degree to which hierarchy and unequal distributions of power are accepted. A high PD score implies a prevailing acceptance of large status differences between superiors and subordinates. Managers tend to be autocratic and paternalistic while employees tend to do as they are told
Uncertainty avoidance	Uncertainty avoidance (UA) reflects the degree of comfort with ambiguous situations and the extent to which efforts have been made to minimize or avoid these situations. Managers in high UA cultures tend to depend extensively on systematic rules and regulations. Extensive efforts are made to plan for and even control the future
Masculinity	Masculinity (MAS) reflects the degree to which tough and assertive behavior is encouraged. Conversely, femininity (FEM) encourages tender and nurturing behavior. The belief in equity (rather than equality) and the importance of material success to a group both tend to be related to its MAS score
Time orientation	This dimension reflects the degree to which short-term pain is accepted in return for long-term gain. Societies with a short-term orientation (STO) will be more likely to seek out immediate gratification than those with a long term orientation (LTO) but they are less likely to plan for the future
Individualism	Individualism reflects the degree to which personal independence is valued over group membership. A society scoring high on IND values personal goals, initiative, autonomy and privacy. Conversely, collectivistic (low IND) society value group goals and objective over individual preferences. The importance of harmony and consensus tends to encourage collective responsibility and group decision-making while discouraging dissent and innovation

Figure 1. Cultural dimensions (Hofstede model).