Organizational Behavior Implication: HOFSTEDE'S Perspectives in Comparison Indonesia, Vietnam, China, Taiwan, and France

Abstract This study examines the impact of Hofstede's six cultural dimensions, namely power distance, individualism/collectivism, masculinity/femininity, uncertainty avoidance, and long-term/short-term orientation on organizational behavior by comparing Indonesia with four different cultures: Vietnam, China, Taiwan, and France. It analyzes six scores in five different countries using a literature review on Hofstede's dimensions. With each dimension expressed on a scale of 0 to 100, In addition, this study translates the six dimensions into helping develop successful international business organizations. The results showed that Indonesia, China, Vietnam, Taiwan, and France all have a significant influence on organizational culture within the organization. In these countries, they show high levels of delegation of authority to employees, low levels of individualism and collectivism in China, Indonesia, Taiwan, and Vietnam, high levels of individualism in France, and masculinity and femininity, as well as uncertainty. On the long-orientation dimension, China and Taiwan score the highest among France, Indonesia, and Vietnam regarding indulgence versus restraint in combination with high scores on uncertainty avoidance, implying that Taiwanese and French are less relaxed and enjoy life less often than is usually assumed. that their actions are constrained by social norms. JEL classification numbers: D23, O19. Keywords: Hofstede’s dimension, National culture, Organizational culture, Organizational behavior.