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Culture's Consequences

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Journal of International Business Studies (2006) 37, 285–320

& 2006 Academy of International Business All rights reserved 0047-2506 $30.00 www.jibs.net PERSPECTIVE

A quarter century of Culture’s Consequences: a review of empirical research incorporating Hofstede’s cultural values framework
Bradley L. Kirkman1, Kevin B. Lowe2 and Cristina B. Gibson3
1 Department of Management, Mays Business School, Texas A&M University, College Station, TX, USA; 2Department of Business Administration, Joseph M. Bryan School of Business and Economics, University of North Carolina at Greensboro, Greensboro, North Carolina, USA; 3Graduate School of Management, University of California, Irvine, California, USA

Abstract Since Geert Hofstede’s Culture’s Consequences: International Differences in WorkRelated Values (Sage, 1980) was published, researchers have utilized Hofstede’s cultural values framework in a wide variety of empirical studies. We review 180 studies published in 40 business and psychology journals and two international annual volumes between 1980 and June 2002 to consolidate what is empirically verifiable about Hofstede’s cultural values framework. We discuss limitations in the Hofstede-inspired research and make recommendations for researchers who use Hofstede’s framework in the future. Journal of International Business Studies (2006) 37, 285–320. doi:10.1057/palgrave.jibs.8400202
Keywords: Hofstede; cultural values; cross-cultural management

Correspondence: Bradley L Kirkman, Department of Management, Mays Business School, Texas A&M University, 4221 TAMU, College Station, TX 77843-4221, USA. Tel: þ 1 979 845 8813; Fax: þ 1 979 845 9641; E-mail: brad.kirkman@tamu.edu

Received: 22 August 2002 Revised: 8 May 2005 Accepted: 17 May 2005 Online publication date: 4 May 2006

Introduction Research using a variety of frameworks has shown that national

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