**4.3 Hofstede's cultural dimensions**

According to Farinha (2018), Hofstede's cultural dimensions have the following strengths:


*Interplay between Technology and Culture in Driving Change for Employee Satisfaction DOI: http://dx.doi.org/10.5772/intechopen.112905*


Acknowledging that organizational culture possesses shared characteristics does not negate the presence of subcultures within a given culture. In most large organizations, there is a dominant culture that reflects the core values embraced by the majority of its members. Additionally, a diverse range of subcultures coexist within the organization. When we talk about an organization's culture, we are talking about its dominant culture. The macro perspective of culture is what gives an organization its unique personality. In large organizations, subcultures form to reflect common situations, experiences, or problems members are faced with. These subcultures are usually defined by department; for example, a department may have a subculture that is shared only by members of that department. It will include the dominant culture's core values as well as values specific to members of the purchasing department. Similarly, an organizational unit or office that is when a unit or department is physically isolated from the main operations of an organization, it can develop its own unique identity. While the core values are generally maintained, they are adapted to suit the specific circumstances and challenges faced by the separated unit.

A strong ethical standard is more likely to be established in an organizational culture that demonstrates a high level of risk tolerance, moderate aggressiveness, and a focus on both means and outcomes. Managers in such a culture are encouraged to take risks and innovate; they are encouraged to avoid excessive or unrestricted competition; and they will pay attention to how and what goals are achieved [20]. A strong organizational culture exerts a more pronounced influence on employees compared to a weak culture. When the culture is robust and promotes high ethical standards, it is likely to have a substantial and positive effect on employee behavior. A notable example of a company with a strong culture is Johnson & Johnson, which has long emphasized its organization responsibilities towards customers, employees, the community, and shareholders.

#### **4.4 How organization culture determines employee's actions**

Organizational culture is depicted as the manner in which members of an organization establish connections and interactions with each other and their work. The perception of relationships with the external world, in comparison to other organizations, can either hinder or enhance an organization's strategy. Organizational culture plays a significant role in shaping these relationships. The Hofstede Insights on organizational culture is a strategic tool aimed at assisting companies in becoming more functional using a comprehensive representation of the following:

• How employees truly relate to their organization's culture which ensures a consistent representation across employee recruitment messages and the practical working environment.

