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Globalization’s culture consequences of MBA education across Australia and Singapore: sophistry or truth?

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Abstract

A generally held view among international managers is that the cultural changes occurring in most modernizing societies may lead to similar outcomes and the erosion of cultural differences. Cultural convergence is posited to result from the homogenizing effect of technological transfers between societies. One major force which emerges from this technology transfer is the convergence of education (Webber 1969). The purpose of this study is to investigate the convergence of Masters of Business Administration (MBA) education along Hofstede’s (1997, 2001) five work-related cultural dimensions across Australia and Singapore. The pre-test and post-test quasi experimental design with control groups was employed. The findings revealed that there are convergences along Hofstede’s Individualism, Uncertainly Avoidance and Power Distance. However, the Singapore Chinese scored significantly higher on Long versus Short-term Orientation (or Confucian Work Dynamism) at both time points.

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  1. Policy and Leadership Studies, National Institute of Education, Nanyang Technological University, 1 Nanyang Walk, Singapore, 637616, Singapore

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Appendix

Appendix

Individualism–Collectivism (IND–COL) refers to the degree to which people in a country prefer to act as individuals rather than members of groups (Hofstede 1991). At one end of the scale the ties between individuals are loose, and everybody looks after his or her own self-interest. The focus is on “I” as opposed to “We”. At the other end, people in collectivist cultures are integrated wholes who tend to look after the interests of the in-groups, including their extended family. Their opinions and beliefs are governed by the dynamics of the in-group.

Power Distance (PDI) is defined by Hofstede (2001, p. xix) as the “extent to which the less powerful members of organizations and institutions accept and expects that power is distributed unequally”. This ‘existential inequality’ is expressed in analogous inequalities in power between the superior and the subordinates, which in turn result in a clear distinction of roles (Klidas 2004, p. 235). In low Power Distance societies, people are seen as equals with regards to physical and intellectual attributes. Conversely, in high Power Distance societies, people are considered unequal. Essentially, subordinates are expected to be told what to do and “will be less inclined to question authority, demand to be consulted or act independently from their superiors.” (Hoppe 1990, p. 205).

Uncertainty Avoidance (UAI) refers to “the extent to which the members of a culture feel threatened by uncertain or unknown situations,” (Hofstede 1991, p. 113) and reflects the individual’s emotional need for rules and formal structures. In societies with weak Uncertainty Avoidance, people are socialized to adopt the ‘take one day at a time’ attitude and face the uncertain future with less anxiety. Members of such societies tend to be less hardworking, more tolerant and more likely to take risk. The opposite characteristics are true for strong Uncertainty Avoidance societies in that they are more anxious to shape their own future. To suppress these feelings, members of such societies create security by establishing or searching for absolute truths through technology, law and religion.

Masculinity versus Femininity (MAS–FEM) is concerned with the roles of gender in society. The role of men is linked to assertiveness, performance, success and competition. On the other hand, the role of women is associated with the quality of life, maintaining warm relationships, service, care for the weak and solidarity. Societies are grouped based on how they maximize or minimize the social role division.

Long-term versus Short-term Orientation (LSTO) (or Confucian Work Dynamism) refers to a long-term versus a short-term orientation in life. It deals with the acceptance of the legitimacy of hierarchy and the valuing of perseverance and thrift, all without undue emphasis on tradition and social obligation which impede business initiatives (Franke et al. 1991; Hofstede 1997). At one end (long-term orientation) are values oriented toward the future, such as perseverance, thrift, having a sense of shame and ordering relationships by status and observing this order. At the other end (short-term orientation) are values oriented toward the past and present, such as respect for tradition, fulfilling social obligations, protecting one’s face and observing this order and personal steadiness and stability. The endorsement of short-term oriented values is posited to have an impeding effect on long-term goals.

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GOH, J.W.P. Globalization’s culture consequences of MBA education across Australia and Singapore: sophistry or truth?. High Educ 58, 131–155 (2009). https://doi.org/10.1007/s10734-008-9186-5

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