ホフステードの6次元モデル
Hofstede's 6-D Model / ホフステード・ス・シックス・ド・モデル
Hofstede’s 6-D model compares cultures across six dimensions such as power distance and individualism.
Hofstede’s model describes cultures using six dimensions: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long-term orientation, and indulgence. It provides a structured way to anticipate cultural preferences in management and marketing. The dimensions reflect averages, so they should inform, not stereotype, individuals.
Informs leadership and communication approaches in global teams. Guides market entry messaging and product positioning. Helps predict where cultural friction may arise.
- Informs leadership and communication approaches in global teams.
- Guides market entry messaging and product positioning.
- Helps predict where cultural friction may arise.
- Use the dimensions as a starting point, not a label.
- High power distance cultures often expect clear hierarchy.
- High uncertainty avoidance favors rules and predictability.
- Long-term orientation influences investment and planning horizons.
- Combine the model with local research and dialogue.
A multinational team used Hofstede’s dimensions to explain why some members wanted formal approvals while others preferred rapid iteration. They built a process that balanced documentation with quick feedback loops. Collaboration improved and rework decreased. The team reviews outcomes with stakeholders and updates the plan, which stabilizes results over time.
Compare Hofstede's 6-D Model with adjacent concepts before deciding. Hofstede's 6-D Model | Current concept | Use when the team needs the primary decision lens Adjacent metric or framework | Supporting lens | Use when the team needs evidence or process detail General vocabulary | Broad explanation | Use only for orientation, not final decision-making
| Metric | Difference | Why read together |
|---|---|---|
| Hofstede's 6-D Model | Current concept | Use when the team needs the primary decision lens |
| Adjacent metric or framework | Supporting lens | Use when the team needs evidence or process detail |
| General vocabulary | Broad explanation | Use only for orientation, not final decision-making |
- Nationality fully determines individual behavior.
- The model eliminates cultural conflict by itself.
- Dimension scores imply better or worse cultures.
When should I use Hofstede's 6-D Model?
Use it when the team needs to decide scope, priority, owner, or trade-off, not when it only needs a short definition.
What makes Hofstede's 6-D Model useful in practice?
It becomes useful when it is tied to evidence, a decision owner, and a concrete next operating choice.
What should I avoid?
Avoid using the term as a label without clarifying assumptions, boundaries, and how success will be judged.