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The Validity of Cultural Model at The Airbus Way

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This paper intends to discuss the application of two cross-cultural comparative models to Airbus in order to analyze as well as evaluate the impact of national culture issues on the organization’s own culture. Various aspects that include the problems of cultural diversity that has created for Airbus and the identification to what extent the cultural differences may have contributed to the recent failure of the planned merger between Airbus’ parent company EADS and BAE Systems will also be discussed in the paper. Cultural Comparative Models Hofstede’s cultural model generally involves five major dimensions that significantly portray the influences of cultural values within an organizational workplace. The dimensions have been depicted hereunder. The Power Distance Index (PDI) of Hofstede’s model refers to the measurement of inequality that exists within the culture or country. The PDI in Hofstede’s model depicts the aspects of how the community handles the existing inequalities of the people. The individuals belonging to those communities are likely to follow the regulations that are made by the hierarchical members or groups (Hofstede, n.d.). According to Individualism versus Collectivism (IDV) dimension, it has been observed that a higher level of individualism possesses significant scope for innovation and creativity that leads to enhance productivity and superior individual performance as well (SAGE Publications, 2006). The Masculinity versus Femininity (MAS) in the Hofstede’s cultural model defines the measure of male dominating culture within a specific organization. It has been observed in the model that the higher level of masculinity within the organizational culture possesses a greater degree of competition as well as a success within the business market (Hofstede, n.d.).