国家进行，涉及IBM的工人或员工，他将一种文化与另一种文化区分开来，如所引用的。通过进行这个研究项目，Geert Hofstede提供了四个维度，后来，他又增加了两个文化维度，这些维度现在被组织研究人员用来理解每个国家的文化与其他商业组织的差异。策略师或管理人员使用这种文化模型来分析特定商业组织文化中的各种差异，以解决公司面临的问题，克服文化问题。此外，霍夫斯泰德的文化维度模型也用于理解社会之间或社会之间的文化差异或商业组织的文化。
Geert Hofstede suggested six dimensions of organizational or societal culture. According to (Hofstede, Pedersen, & Hofstede, 2012), these six cultural dimensions of culture can place value within the organization if the variables or dimensions can be properly balanced and managed by the mangers. The six cultural dimensions by Hofstede are described below in brief.
Geert Hofstede提出了组织或社会文化的六个维度。根据，如果管理者能够适当地平衡和管理变量或维度，文化的这六个文化维度可以在组织中发挥价值。霍夫斯泰德的六个文化维度简述如下。
Power distance: Power distance index is a measurement of power distribution that shows how the power within a society or business organization or company is distributed to the people of the particular institution or company. This index consists two sides from which one is high power distance and another is low power distance. The two sides reflect two kinds of nature of a culture of a business organization along with the nature of the authority and management possessed by the managers of a particular business organization. The business organization which has people with high in power distance that means that people have more power than the people living without zero or very low power than the higher class people in the society or in the organization. The organization having high in power distance index follows an authoritarian management philosophy and the employees working there do not have the rights such as flexibility of work, right of making decisions or giving opinions etc. But, low power distance index of an organization has a balance in the power that people have in the working environment or company. Managers follow democratic leadership and managerial style involving others in making key organizational decisions as well as cited by (“Organisational Culture – Geert Hofstede”, 2016).
权力差距：权力差距指数是对权力分配的衡量，它显示了一个社会、商业组织或公司内部的权力是如何分配给特定机构或公司的人的。该指标由两个方面组成，一个是高功率差距，另一个是低功率差距。这两个方面反映了商业组织文化的两种性质，以及特定商业组织的管理者所拥有的权力和管理的性质。拥有高权力差距的人的商业组织意味着人们比没有零权力的人拥有更大的权力，或者比社会或组织中的上层阶级拥有非常低的权力。权力差距指数高的组织遵循威权主义管理哲学，在那里工作的员工不享有工作灵活性、决策权或发表意见的权利等。但是，权力差距指数低的组织在人们在工作环境或公司中拥有的权力方面存在平衡。管理者遵循民主领导和管理风格，在做出关键组织决策时让他人参与其中。
Individualistic vs collectivistic: Business organizations may also have the nature of individualism or collectivism in its organizational culture or working environment. Individualistic business organizational culture doesn’t inspire people to work for the shared goals as prescribed by the business organization. But, collectivist organizational culture of a business organization promotes common values and goals as well of the organization to be achieved through group or team efforts by the people working within the organization. This dimension shows whether a business organization has a culture of community sharing common objectives or a culture having interest for achieving personal rather than organizational goals.
个人主义与集体主义：商业组织在其组织文化或工作环境中也可能具有个人主义或集体主义的性质。个人主义的商业组织文化并不能激励人们为商业组织规定的共同目标而工作。但是，商业组织的集体主义组织文化促进了组织的共同价值观和目标，通过组织内工作人员的集体或团队努力来实现。这个维度显示了一个商业组织是否有一种共享共同目标的社区文化，或者一种对实现个人目标而非组织目标感兴趣的文化。
High and low uncertainty avoidance: Companies that are high in the uncertainty avoidance have a culture involving systems, regulations, guidelines to follow without coping with the changes due to the change of the business environment, change in the economy or change in the other variables that might influence the decisions taken by the company. These organizations do not change over time and believe that changes might cause problems whether, the organizations in low uncertainty avoidance index update their systems and implement improvements in the strategies or plans as well to innovate and to increase the feasibility and validity of the organizational policies.
高不确定性和低不确定性规避：高不确定性规避的公司有一种涉及系统、法规和指导方针的文化，在不应对商业环境变化、经济变化或可能影响公司决策的其他变量变化所造成的变化的情况下，应遵循这些文化。这些组织不会随着时间的推移而变化，并认为这
