THE INFLUENCE OF HOFSTEDE'S CULTURAL DIMENSIONS ON ORGANIZATIONAL CHANGE MANAGEMENT

Abstract

Organizational change management is a complex process that involves planning, implementing and controlling changes in an organization to improve economic performance, adapt to new market conditions, achieve strategic goals, etc. This process is influenced by a number of factors, which, in turn, are shaped by the national characteristics of different countries. The article examines the theory of cultural dimensions by Geert Hofstede in terms of organizational change management. Six cultural dimensions and the corresponding indices for individual countries are analyzed. Power distance index PDI characterizes the distribution and perception of power in an organization or society. It affects the way changes are presented and implemented, as well as their perception by employees. Individualism index IDV characterizes the balance between self and group interests, between freedom and commitment to the collective. In the context of change management, it affects the ultimate goal of change and the attitude of employees towards it. Masculinity index MAS characterizes the distribution and influence of values in society that are traditionally considered male and female. This indicator is important for defining the task of change and choosing an approach to its implementation. Uncertainty avoidance index UAI characterizes the attitude of a society towards risk and unpredictability. In change management, this indicator affects the approach and communication, as well as the attitude to change. Long-term orientation index LTO characterizes the balance in a society between focusing on future results and meeting immediate needs and desires. In the context of change management, it affects the timeframe of the goals that the changes are intended to achieve. Indulgence index IVR characterizes the attitude of society towards entertainment and enjoyment of life. In terms of change management, it affects the goals of change and the approach to achieving them. The study reveals a profound and multifaceted impact of cultural characteristics on change management in organizations, including goal setting, leadership, communication, motivation, and possible resistance to change.