Hofstede develops cultural dimensions that have constantly aid the management in coping with the cultural difference constraint, especially in MNC operations. In his findings, Japan exhibits cultural differences in terms of time consciousness. The Japanese culture is patience in their actions and allows time for an adjustment in the environment. The culture displays some patience, whereas the dominant culture in Australia is a constraint with time. They plan for their events clearly and sets predetermined goals that must be achieved within the stated timeframe.
Japanese culture depicts collectivism, where the Japanese value community and assist each other in times of need. This culture also allows for collective incentives and the group performance is valued. In Australia, the culture has an individualism concept and residents are independent such that they work to their own benefits regardless of the effects on the other party. The culture value personal performance and reward is directed to personal achievements.
The Australian culture is dominated by competition where the people in the culture compete with each other for performance and achievement. People are driven by self-reliance; as such, they want to outshine others. The Japanese culture has the aspect of cooperation where members are constantly helping each other to meet their goals. The benefits of Australian culture are long-range orientated and focus on future profitability and efficiency in management. Their MNCs display a lot of future-oriented projects. The Japanese culture focus on the short-range objectives where the individuals focus on the immediate realization of objectives. The culture is dominated by productivity rather than the efficiency of management. The management of MNC in Australian culture does not project much on futuristic projects.
The organizational loyalty of the Japanese culture is high, where the employees of such MNC with this culture are associated with their employer more than their job specialty. R=The Australian culture has low loyalty orientation and identity is based on the occupation.