Performance Orientation
Performance Orientation
The degree to which a collective encourages and rewards (and should encourage and reward) group members for performance improvement and excellence.
Assertiveness.
The degree to which individuals are (and should be) assertive, confrontational, and aggressive in their relationships with others.
Future Orientation.
The extent to which individuals engage (and should engage) in future-oriented behaviors such as delaying gratification, planning, and investing in the future. Organizations in countries with high future oriented practices like Singapore and Switzerland tend to have longer term horizons and more systematic planning processes, but they tend to be averse to risk taking and opportunistic decision making.
Humane Orientation.
The degree to which a collective encourages and rewards ( and should encourage and reward) individuals for being fair, altruistic, generous, caring, and kind to others. Countries like Egypt and Malaysia rank very high on this cultural practice
Institutional Collectivism.
The degree to which organizational and societal institutional practices encourage and reward (and should encourage and reward) collective distribution of resources and collective action
Organizations in collectivistic countries like Singapore and Sweden tend to emphasize group performance and rewards
In-Group Collectivism. The degree to which individuals express (and should express) pride, loyalty, and cohesiveness in their organizations or families. Societies like Egypt and Russia take pride in their families and also take pride in the organizations that employ them.
Gender Egalitarianism.
The degree to which a collective minimizes (and should minimize) gender inequality.
Egypt and South Korea were among the most male dominated societies in GLOBE. Organizations not operating in gender egalitarian societies tend to discourage tolerance for diversity of ideas and individual.
Power Distance. The degree to which members of a
The degree to which a collective encourages and rewards (and should encourage and reward) group members for performance improvement and excellence.
Assertiveness.
The degree to which individuals are (and should be) assertive, confrontational, and aggressive in their relationships with others.
Future Orientation.
The extent to which individuals engage (and should engage) in future-oriented behaviors such as delaying gratification, planning, and investing in the future. Organizations in countries with high future oriented practices like Singapore and Switzerland tend to have longer term horizons and more systematic planning processes, but they tend to be averse to risk taking and opportunistic decision making.
Humane Orientation.
The degree to which a collective encourages and rewards ( and should encourage and reward) individuals for being fair, altruistic, generous, caring, and kind to others. Countries like Egypt and Malaysia rank very high on this cultural practice
Institutional Collectivism.
The degree to which organizational and societal institutional practices encourage and reward (and should encourage and reward) collective distribution of resources and collective action
Organizations in collectivistic countries like Singapore and Sweden tend to emphasize group performance and rewards
In-Group Collectivism. The degree to which individuals express (and should express) pride, loyalty, and cohesiveness in their organizations or families. Societies like Egypt and Russia take pride in their families and also take pride in the organizations that employ them.
Gender Egalitarianism.
The degree to which a collective minimizes (and should minimize) gender inequality.
Egypt and South Korea were among the most male dominated societies in GLOBE. Organizations not operating in gender egalitarian societies tend to discourage tolerance for diversity of ideas and individual.
Power Distance. The degree to which members of a