Cultural Models: Definition, Examples, And Frameworks

In the context of an organization, cultural models are frameworks that define, shape, and influence corporate culture. Cultural models also provide some structure to a corporate culture that tends to be fluid and vulnerable to change. Once upon a time, most businesses utilized a hierarchical culture where various levels of management oversaw subordinates below them. Today, however, there exists a greater diversity in models as leaders realize the top-down approach is outdated in many industries and that success can be found elsewhere.

Cultural Model/Framework	Description	Key Insights
Hofstede’s Cultural Dimensions	A framework that assesses culture based on six dimensions: Power Distance, Individualism vs. Collectivism, Masculinity vs. Femininity, Uncertainty Avoidance, Long-Term vs. Short-Term Orientation, and Indulgence vs. Restraint	Helps compare and contrast cultures in terms of values, behaviors, and preferences.
Trompenaars’ Seven Dimensions of Culture	Seven cultural dimensions, including Universalism vs. Particularism, Individualism vs. Communitarianism, Neutral vs. Affective, Specific vs. Diffuse, Achievement vs. Ascription, Sequential Time vs. Synchronous Time, and Internal vs. External Control	Provides insights into cultural differences and how they impact communication, management, and decision-making.
The Cultural Iceberg Model	Depicts culture as an iceberg, with visible elements (artifacts, behaviors) above the waterline and underlying elements (values, beliefs, assumptions) hidden beneath	Highlights that much of culture is invisible but influences behavior and perceptions significantly.
Edward T. Hall’s High-Context vs. Low-Context Culture	Classifies cultures as high-context (relying on contextual cues and nonverbal communication) or low-context (relying on explicit verbal communication)	Helps explain communication styles and expectations in different cultural contexts.
The Lewis Model (Linear-Active, Multi-Active, Reactive)	Categorizes cultures as Linear-Active (task-oriented), Multi-Active (engagement-oriented), or Reactive (relationship-oriented)	Offers insights into preferred work styles and interactions in diverse cultural settings.
Geert Hofstede’s Model of Organizational Culture	Extends Hofstede’s cultural dimensions to assess the culture within organizations	Helps organizations understand and manage cultural aspects influencing teamwork, leadership, and decision-making.
The GLOBE Project (Global Leadership and Organizational Behavior Effectiveness)	A research project identifying nine cultural dimensions that impact leadership and organizational behavior, including Performance Orientation, Humane Orientation, and Future Orientation	Assists in understanding how cultural factors affect leadership and management practices worldwide.
The Schwartz Cultural Values Model	Classifies cultures based on ten broad values, such as Benevolence, Universalism, Power, and Tradition	Helps analyze cultural differences and preferences across a range of values.
The Lewis Model of Cultural Types	Divides cultures into Linear-Active, Multi-Active, and Reactive types, emphasizing the influence of time, relationships, and communication	Provides insights into effective communication and business practices in different cultural contexts.
The Hall-Tonna Model of Cultural Factors	Considers various cultural factors, including context, time, information flow, space, and social structure	Aids in analyzing how cultural dimensions impact social interactions and workplace dynamics.
The Three-Colors of Worldview Model	Categorizes worldviews as Traditional, Modern, or Postmodern, influencing values, beliefs, and attitudes	Offers a perspective on how cultural shifts affect societal norms and individual behavior.
The Intercultural Development Continuum	Represents stages of intercultural competence, including Denial, Polarization, Minimization, Acceptance, and Adaptation	Helps individuals and organizations assess and develop their intercultural competence.
The Erin Meyer Culture Map	Depicts cultural differences on eight scales, including Communication Style, Leadership Style, and Decision-Making Style	Facilitates cross-cultural understanding and collaboration by identifying areas of potential conflict or alignment.
The Hall’s Cultural Factors Model	Focuses on communication patterns and cultural norms influenced by context, time, and space	Helps explain how individuals from different cultures perceive and engage in communication.
The Bird’s Nest Model of Culture	Views culture as a complex, interconnected web of values, behaviors, symbols, and artifacts	Encourages a holistic understanding of culture as a dynamic and multifaceted system.

Table of Contents

Competing Values Framework

The Competing Values Framework was developed in 1983 by Robert Quinn and John Rohrbaugh.

The pair found that successful companies needed to balance two factors:

Focus – some companies were effective when they maintained a competitive external position, while others were better suited to focusing on internal processes, and
Stability – some companies were also more efficient when they displayed flexibility, while others were successful because they favored control and stability.

From these two factors, Quinn and Rohrbaugh argued there were four ideal types of organization with each having a unique set of behaviors:

Hierarchy – inward-looking, ordered, and controlled companies with a focus on structure. Their rigidity makes them less responsive to situations and market demands.
Clan – also inward-looking but able to respond to change with teamwork, collaboration, and a shared, almost familial environment.
Adhocracy – outward-looking companies that are flexible and responsive innovators and risk-takers. Unsurprisingly, they tend to be entrepreneurial and driven.
Market – outward-looking companies that are customer-oriented, competitive, less nurturing, and cognizant of their position in the market.

Denison organizational culture model

The Denison organizational culture model is a relatively recent model that was based on the Competing Values Framework.

It describes four key traits (and twelve associated management techniques) that help an organization develop a robust and effective culture. These include:

Mission – does the company know where it is heading?
Involvement – are employees engaged with their work and in alignment?
Adaptability – is the company able to respond to the market, customers, and other external factors?
Consistency – can the company leverage its values, processes, and systems?

The model measures behaviors that are driven by the beliefs and assumptions of each trait to help the business clarify its culture.

Hall’s iceberg model

Hall’s iceberg model was developed in 1976 by American anthropologist and cross-cultural researcher Edward T. Hall.

Hall likened corporate culture to an iceberg. He posited that some aspects of culture were:

Visible (above the waterline) – such as vision, mission, strategy, external presentation, and policies.
Invisible (below the waterline) – such as values, norms, relationships, unwritten rules, status, and fundamental employee needs such as safety and belonging.

Companies use Hall’s cultural model to shape their culture by addressing the invisible aspects, as these constitute the values and thought patterns that ultimately drive behavior.

McKinsey 7s framework

mckinseys-seven-degrees — McKinsey’s Seven Degrees of Freedom for Growth is a strategy tool. Developed by partners at McKinsey and Company, the tool helps businesses understand which opportunities will contribute to expansion, and therefore it helps to prioritize those initiatives.

The McKinsey 7s framework was developed by Tom Peters and Robert Waterman while they were involved with McKinsey as consultants in the 1970s.

Peters and Waterman describe a corporate culture in terms of six elements that are classified as either:

Hard elements – strategy, structure, and systems, or
Soft elements – staff, skills, and shared values.

Each of these six elements is interdependent and each must be balanced for the company to succeed.

To that end, the McKinsey 7s framework has a core focus on change management and its ability to positively or negatively reshape corporate culture.

Hofstede model

hofstedes-cultural-dimensions-theory — Hofstede’s cultural dimensions theory was developed by Dutch social psychologist Geert Hofstede in 1980. Hofstede’s cultural dimensions theory is a framework for cross-cultural communication. To create his theory, Hofstede analyzed the results of a global survey of IBM employees to determine the dimensions in which different cultures vary. Between 1967 and 1973, approximately 117,000 employees across 50 countries were asked about workplace values and leadership and how they were influenced by culture.

The Hofstede model was developed by culture expert Geert Hofstede in the 1980s to serve as a framework for cross-cultural communication. Over six years, he analyzed the results of IBM employee surveys to determine how the culture of society impacted their values and by extension, workplaces.

Hofstede’s work has been used by consultants in international business, psychology, and communication.

The model does not provide a concrete plan of action. Instead, it is used by businesses to conceptualize their ideal corporate culture and understand the various societal and cultural factors that are present.

This makes it ideal for new companies who need to establish a corporate culture or develop a cultural manifesto.

Key takeaways:

In the context of an organization, cultural models are frameworks that define, shape, and influence corporate culture. Cultural models are frameworks that provide some structure to a corporate culture that tends to be fluid and vulnerable to change.
Cultural models include the Competing Values Framework, a common cultural model that inspired the relatively recent Denison model.
Other models include Hall’s iceberg model, the McKinsey 7s framework, and the Hofstede model which is based on research into the impact of culture on employee values, societies, and workplaces.

Key Highlights:

Cultural Models in Organizations:
- Cultural models are frameworks that define and influence corporate culture within an organization.
- They provide structure and understanding to the often fluid and changeable nature of corporate culture.
Competing Values Framework:
- Developed by Robert Quinn and John Rohrbaugh, it categorizes organizations based on their focus and stability.
- Four ideal types of organizations emerge: Hierarchy, Clan, Adhocracy, and Market.
- Each type exhibits distinct behaviors and approaches that contribute to their success.
Denison Organizational Culture Model:
- Built on the Competing Values Framework, it identifies key traits for a robust culture: Mission, Involvement, Adaptability, and Consistency.
- Focuses on behaviors driven by beliefs and assumptions to clarify organizational culture.
Hall’s Iceberg Model:
- Developed by Edward T. Hall, it likens culture to an iceberg, with visible (above the waterline) and invisible (below the waterline) aspects.
- The visible aspects include vision, strategy, and policies, while the invisible aspects encompass values, norms, and relationships.
McKinsey 7s Framework:
- Created by Tom Peters and Robert Waterman, it analyzes corporate culture using six elements categorized as hard (strategy, structure, systems) and soft (staff, skills, shared values).
- Emphasizes the interdependency of these elements and their impact on change management and cultural reshaping.
Hofstede Model:
- Developed by Geert Hofstede, it focuses on cross-cultural communication and understanding workplace values.
- Based on a global survey of IBM employees in different countries.
- Provides insights into cultural dimensions that impact workplace behavior and values.
Key Takeaways:
- Cultural models offer valuable frameworks to understand, analyze, and shape corporate culture.
- Each model emphasizes different dimensions and aspects of culture, helping organizations build effective and adaptable cultures.

Related Frameworks, Models, or Concepts	Description	When to Apply
Hofstede’s Cultural Dimensions Theory	Hofstede’s Cultural Dimensions Theory is a framework developed by Geert Hofstede that identifies six cultural dimensions to understand variations in cultural values and behaviors across different societies. The dimensions include Power Distance, Individualism vs. Collectivism, Masculinity vs. Femininity, Uncertainty Avoidance, Long-Term vs. Short-Term Orientation, and Indulgence vs. Restraint. Hofstede’s model helps organizations understand cultural differences, anticipate challenges in cross-cultural interactions, and adapt their strategies and practices to diverse cultural contexts.	Apply Hofstede’s Cultural Dimensions Theory to assess cultural differences and similarities in multicultural environments. Use it to understand the impact of cultural values on communication styles, leadership approaches, and decision-making processes, and tailor organizational strategies, policies, and practices to align with diverse cultural norms and expectations. Implement Hofstede’s model as a framework for cross-cultural management, international business, and global leadership development to build cultural competence, foster collaboration, and enhance organizational effectiveness in multicultural settings.
Trompenaars’ Cultural Dimensions Model	Trompenaars’ Cultural Dimensions Model is a framework developed by Fons Trompenaars and Charles Hampden-Turner that identifies seven dimensions of cultural diversity: Universalism vs. Particularism, Individualism vs. Communitarianism, Specific vs. Diffuse, Neutral vs. Affective, Achievement vs. Ascription, Sequential Time vs. Synchronous Time, and Internal vs. External Control. Trompenaars’ model helps organizations understand cultural differences in values, beliefs, and behaviors, and adapt their strategies and practices to effectively manage cultural diversity and foster inclusion and collaboration.	Apply Trompenaars’ Cultural Dimensions Model to assess cultural diversity and dynamics in multicultural teams and organizations. Use it to understand how cultural differences influence communication patterns, decision-making processes, and conflict resolution styles, and adapt leadership approaches, organizational structures, and management practices to accommodate diverse cultural perspectives and preferences. Implement Trompenaars’ model as a framework for cultural competence training, diversity management, and intercultural communication to enhance teamwork, creativity, and performance in multicultural environments.
GLOBE Cultural Dimensions Model	GLOBE Cultural Dimensions Model is a research-based framework developed by the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project that identifies nine cultural dimensions to understand variations in cultural values and leadership behaviors across different cultures. The dimensions include Power Distance, Uncertainty Avoidance, Institutional Collectivism, In-Group Collectivism, Gender Egalitarianism, Assertiveness, Future Orientation, Performance Orientation, and Humane Orientation. The GLOBE model helps organizations assess cultural differences, develop culturally sensitive leadership practices, and enhance organizational effectiveness in diverse cultural contexts.	Apply the GLOBE Cultural Dimensions Model to assess cultural values and leadership behaviors in multicultural organizations. Use it to understand the impact of cultural dimensions on leadership effectiveness, organizational performance, and employee engagement, and develop culturally sensitive leadership practices and strategies to promote diversity, equity, and inclusion. Implement the GLOBE model as a framework for leadership development, talent management, and organizational change to build cultural intelligence, foster cross-cultural collaboration, and drive sustainable success in global markets.
Lewis Model of Cultural Classification	Lewis Model of Cultural Classification is a framework developed by Richard D. Lewis that categorizes cultures into three broad types: Linear-Active, Multi-Active, and Reactive. The Linear-Active culture values planning, punctuality, and precision, while the Multi-Active culture emphasizes relationships, flexibility, and spontaneity, and the Reactive culture prioritizes harmony, respect, and hierarchy. Lewis’ model helps individuals and organizations understand cultural differences in communication styles, decision-making processes, and work habits, and adapt their behaviors and strategies to effectively engage with people from different cultural backgrounds.	Apply Lewis Model of Cultural Classification to identify cultural differences and similarities in interpersonal communication and workplace behavior. Use it to understand how cultural preferences for communication style, time management, and hierarchy influence interpersonal dynamics, teamwork, and organizational culture, and adapt leadership approaches, management practices, and communication strategies to accommodate diverse cultural norms and expectations. Implement Lewis’ model as a framework for cultural awareness training, team building, and global leadership development to enhance cross-cultural effectiveness and collaboration in multicultural environments.
Schein’s Model of Organizational Culture	Schein’s Model of Organizational Culture is a framework developed by Edgar H. Schein that identifies three levels of organizational culture: Artifacts and Symbols, Espoused Values, and Basic Assumptions. Schein’s model helps organizations understand the underlying beliefs, norms, and assumptions that shape organizational culture and influence employee attitudes, behaviors, and performance. By diagnosing and aligning organizational culture with strategic goals and objectives, organizations can strengthen cultural alignment, enhance employee engagement, and drive organizational effectiveness and performance.	Apply Schein’s Model of Organizational Culture to assess and manage organizational culture within an organization. Use it to identify the visible and invisible aspects of organizational culture, understand how cultural artifacts, values, and assumptions influence employee behavior and performance, and align organizational culture with strategic goals and objectives. Implement Schein’s model as a framework for cultural change, leadership development, and organizational transformation to foster a positive work environment, drive employee engagement, and achieve business success through a strong and adaptive organizational culture.
Cultural Intelligence (CQ) Framework	Cultural Intelligence (CQ) Framework is a model developed by Christopher Earley and Soon Ang that assesses an individual’s ability to function effectively in culturally diverse settings. The CQ framework consists of four dimensions: Cognitive CQ, which refers to knowledge about cultural norms and practices; Motivational CQ, which relates to interest and willingness to engage with people from different cultural backgrounds; Behavioral CQ, which involves adapting communication styles and behaviors to fit cultural contexts; and Emotional CQ, which concerns the ability to manage and regulate emotions in cross-cultural interactions.	Apply the Cultural Intelligence (CQ) Framework to assess and develop individuals’ ability to work effectively in multicultural environments. Use it to evaluate cognitive, motivational, behavioral, and emotional aspects of cultural intelligence, identify strengths and areas for improvement, and provide training and development opportunities to enhance cultural competence and effectiveness in cross-cultural interactions. Implement the CQ framework as a framework for talent assessment, recruitment, and development to build a diverse and inclusive workforce, foster cross-cultural collaboration, and drive organizational performance and innovation in global markets.
Cultural Competence Framework	Cultural Competence Framework is a model that defines the knowledge, skills, and attitudes required to interact effectively with people from diverse cultural backgrounds. Cultural competence involves understanding and respecting cultural differences, adapting communication styles and behaviors to fit cultural contexts, and fostering mutual respect, empathy, and collaboration in cross-cultural interactions. By promoting cultural competence among employees and leaders, organizations can enhance teamwork, creativity, and performance in multicultural environments and build inclusive and equitable workplaces.	Apply the Cultural Competence Framework to assess and develop individuals’ ability to work effectively in multicultural teams and organizations. Use it to define the knowledge, skills, and attitudes required for cultural competence, provide training and development opportunities to enhance cultural awareness, communication, and collaboration skills, and foster a culture of inclusivity, respect, and empathy in the workplace. Implement the Cultural Competence Framework as a framework for diversity training, leadership development, and organizational culture change to promote diversity, equity, and inclusion and drive organizational success in diverse and globalized markets.
Intercultural Communication Competence (ICC) Model	Intercultural Communication Competence (ICC) Model is a framework that defines the knowledge, skills, and abilities required to communicate effectively with people from different cultural backgrounds. The ICC model includes components such as cultural knowledge, intercultural sensitivity, communication skills, and adaptability, which are essential for navigating cultural differences and building rapport and trust in cross-cultural interactions. By developing intercultural communication competence among employees and leaders, organizations can improve communication effectiveness, reduce misunderstandings and conflicts, and enhance collaboration and productivity in multicultural environments.	Apply the Intercultural Communication Competence (ICC) Model to assess and develop individuals’ ability to communicate effectively across cultures. Use it to evaluate cultural knowledge, intercultural sensitivity, communication skills, and adaptability, provide training and development opportunities to enhance intercultural communication competence, and promote effective communication and collaboration in multicultural teams and organizations. Implement the ICC model as a framework for cross-cultural training, coaching, and mentoring to build rapport, trust, and mutual understanding in diverse and globalized workplaces and drive organizational success through effective intercultural communication and collaboration.
Cross-Cultural Leadership Framework	Cross-Cultural Leadership Framework is a model that defines the knowledge, skills, and behaviors required for effective leadership in multicultural environments. Cross-cultural leaders demonstrate cultural awareness, sensitivity, and adaptability, communicate effectively across cultural boundaries, and foster inclusivity, trust, and collaboration among diverse team members. By developing cross-cultural leadership capabilities among managers and executives, organizations can promote diversity, equity, and inclusion, and drive organizational performance and innovation in global markets.	Apply the Cross-Cultural Leadership Framework to assess and develop leaders’ ability to lead effectively in multicultural teams and organizations. Use it to define the knowledge, skills, and behaviors required for cross-cultural leadership, provide leadership development programs and coaching to enhance cultural awareness, communication, and collaboration skills, and foster inclusive and culturally competent leadership practices in the organization. Implement the Cross-Cultural Leadership Framework as a framework for leadership assessment, development, and succession planning to build a diverse and inclusive leadership pipeline and drive organizational success in today’s diverse and globalized business environment.