The Five Cultural Differences Of Huuawei

Huawei, based in China, are looking at expanding some aspects of their overseas operations into: Mexico, Australia and Germany. I have been asked by Huawei to provide on how best to handle the cultural differences that may arise during this process.
In 1980 Geert Hofstede, the Dutch researcher identified five dimensions of national cultures which can be seen to illustrate different values in different national cultures. His initial data was been gathered from 2 questionnaire surveys with over 116,000 responses from over 70 countries worldwide which makes it the largest organizationally based study ever conducted. It was made through utilizing factor techniques on samples drawn from multinational corporation IBM. The dimensions found can be illustrate the values which lies deeply embedded in people from different cultures. These values may have differences in how people in different cultures act and how they will act in work related context. (Hofstede, 1991)
The five cultural dimension found by Greet Hofstede are:
• Power distance
• Uncertainty Avoidance
• Individualism
• Masculinity
• Long term/Short term Orientation

Power Distance
In cultures with less powerful members of institutions and organizations accept that the power is distributed unequally. In the countries where people blindly follow the orders of superiors have high power distance. Strict obedience is found in the upper levels as well in the countries like Mexico, South Korea and India. (Luthans and Doh,