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2.4Theoretical frameworkGeert Hofstede carried out comprehensive research on the influence ofculture on individual values in the workplace. The study was conducted usinga large number of IBM employees from seventy different countries (Hofstede,2001). The theoretical framework for this study is based on the theories ofHofstede and the cultural dimensions. The cultural dimensions generated byHofstede are Power Distance, Uncertainty Avoidance, Individualism,Masculinity, and Long-Term Orientation. Hofstede carried out the study togenerate these dimensions by highlighting the differences amongst thevarious cultures in the sample by asking questions dealing with values(Hofstede, 2001). Values, being “broad preferences for one state of affairsover others”, are also said to be mostly unconscious (Hofstede, 2001).For the purpose of this study, the focus was primarily on thedimensions of Individualism/Collectivism, Power Distance andMasculinity/Femininity. The reason for the focus on these three was the beliefthat values necessary to categorize into these specific cultural dimensionscan be readily identified through the choice of communication approach.If an international organisation is established in a country that isbelieved to have a strong collectivist culture, management may choose tohave many of the company activities or tasks assigned to groups rather thanto individuals. In an organisation that would typically comprise bothemployees from the host countries and home countries, this managementtechnique may not favour each group of employees. Behind every decision oraction carried out by a manager are assumptions about human nature andhuman behaviour (McGregor, 2006 as cited by Brown, 2009). The cultural20