This document discusses different cultural dimensions related to assertiveness, performance orientation, relationship to the natural world, communication style, and future orientation. It contrasts high and low contexts on each dimension. For example, it states that high performance-oriented cultures value competitiveness and achievement, while low performance-oriented cultures value cooperation and relationships. It also notes that high future-oriented cultures emphasize planning and delayed gratification, while low future-oriented cultures live more in the present moment.

1. Assertiveness
Requires every culture to find a solution, pertains to the
cultural preference for :
Dominance and forcefulness
Nurturance and social support
Describes the extent to which people value and prefer:
Tough aggressiveness
Tender non-aggressiveness

2. High-context cultures
Value strength, success and
taking the initiative
•Competition is good, winning is
desirable and rewards should go
to those who are victorious.
•People are encouraged
to be competitive, visible and
successful
•Representative cultures:
Germany and Hong Kong

3. Low-context
cultures
Value modesty, tenderness,
warm relationships and
cooperation
• Competition is bad, a win-lose
orientation is unacceptable and
rewards should be shared among
all.
• Nurturance and social support
are important, a sense of solidarity.
• Friendliness is much more
important than brilliance
• Typical cultures: Kuwait and
Thailand

4. Performance
orientation
1.Definition
The degree to
which a culture
encourages and
rewards people
for their
accomplishments

5. 2.The ways people are regarded as superior to others
1. Because of who they are: the “correct” family
background, age, gender, birth order, school.
2.Based on personal achievements: the amount of
education, success in business, physical strength,
occupation…

6. High performance-
oriented cultures
(In Canada and Singapore)
Status is based on what a
person has accomplished.
•Schooling and education are
critical to one’s success
•People are expected to
demonstrate some initiative in
work-related tasks and
expectations are high.

7. Low performance-
oriented cultures
Low performance-
(In Colombia and Guatemala)
oriented cultures
Status is based on who you
are.
Attending the “right” school is
important, as are family
connections, seniority, loyalty
and tradition.

8. 3.People‘s preferred relationship to the
natural and spirit world
As Kluckhohn and Strodtbeck suggested:
Some cultures view nature as something to be
conquered and controlled.
Others view themselves as subjected to nature.

9. High performance - oriented cultures
• Assert their dominance over
nature and try to shape the
world to fit their needs
•Getting the job done is far more
important than maintaining
effective relationships
•What really matters is the task-
related results that show what
someone has accomplished
•People value competitiveness,
assertiveness and achievement.

10. Low performance-oriented cultures
•People feel more controlled
by nature and want to live
in harmony with the natural
and spiritual environment.
•Maintaining effective
relationships is more
important than is getting
the job done.
•What matters most are
cooperation, integrity and
loyalty.

11. 4.Edward Hall’s concept
High performance - oriented cultures Low performance-oriented cultures
Tend to be low-context Tend to be high-context
•Prefer to use messages that are •Use high-context messages more
clear, explicit and direct often
•Have a monochronic approach to •Their intent is to avoid direct
time. confrontations and maintain
Time is valuable and limited, events harmony in their relationships
are sequential and punctuality is
preferred.

12. Future orientation
Definition: the extent to which a culture plans for
forthcoming events
It describes the degree to which cultures advocate
long-term planning
Deferred gratification or the deeply felt satisfaction
that comes from experiencing the simple pleasures of
the present moment

13. Cultures are high in future Cultures are low in future
orientation orientation
(Iran, Hong Kong) (Portugal, Venezuela)
•Believe that current pleasures are •Like to live “in the moment” and
less important than future benefits. are less constrained by doubts
about the past or concerns about
=> Believe in planning, self-control the future
and activities that have a delayed
impact =>Prefer to enjoy fully the
experiences currently under way.
•Want to save money and other
resources •Are more likely to spend now
rather than save for later
=>Believe in strategic planning,
value economic success => View material and spiritual
achievements as opposing goals and
prefer the latter.