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Kakei 2 be ambitious or competitive. Yet, they may put the quality of life over material success and may value whatever is small, weak and slow (Hofstede 1984). Hofstedes fourth dimension, uncertainty avoidance, is the extent to which people are made nervous by situations which considered unstructured, unclear or unpredictable. People express uncertainty avoidance by adopting strict codes of behavior and belief in absolute truth to reflect their need for predictable rules (Hofstede 1984, 1991). Also, Hofstede found that while weak uncertainty avoidance cultures accept conflict and relatively tolerant of ambiguity, their members are unemotional and less aggressive. At the other end of this dimension, members from the strong uncertainty avoidance cultures are active, emotional, intolerant and aggressive. The fifth and the last dimension, long-term orientation versus the short-term orientation (also known as the Confucian dynamism), was developed by Hofstede and Michael Harris Bond in 1988. According to Hofstede, this dimension can be said to deal with Virtue regardless of Truth (2011). Values related to Long-Term Orientation are prudence and persistence. As for values related to ShortTerm Orientation, they include respect for tradition, satisfying social duties, and defending self-face. It is worth mentioning that since this dimension lacks empirical research; it is, therefore, not widely included in scholarly examinations. As provided, cultural differences in value systems with their dimensions may provide a critical understanding on how people interact with one another in conflict. Rahim (1994) argued that our value systems have significant consequences for the positive management of intercultural conflict. Hofstedes (1984, 1991) description of differences in value systems provides a context for exploring the role of culture in conflict management. Finally, although the growing body of literature on cross-cultural indifferences tries to go beyond Hofstedes four dimensions, the impact of understanding cultural dimensions on conflict studies is momentous.
References: Hofstede, G. (1984). Cultures consequences: International differences in work-related values. Abridged ed. Beverly Hills, Ca: Sage Publications. Hofstede, G. (1991). Culture and organizations: Software of the mind. London: Mcgraw-Hill Book Company. Hofstede, G. (2011). Dimensions of national cultures [Web log message]. Retrieved from http://www.geerthofstede.com/culture/dimensions-of-national-cultures.aspx Rahim, M. A., & Blum, A. A. (1994). Global perspectives on organizational conflict (Eds). Westport: Praeger Publishers.