Values Survey Module (VSM)

  • Hofstede, G. (1980). Culture’s consequences: International differences in work-related values. Beverly Hills, CA: Sage Publications.
  • Hofstede, G. (1991). Cultures and organizations: Software of the mind. London: McGraw-Hill.
  • Hofstede, G. (1998). Attitudes, values and organizational culture: Disentangling the concepts. Organization Studies, 19(3), 477-492.DOI: 10.1177/017084069801900305
  • Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations (2nd ed.). Thousand Oaks, CA: Sage Publications.
  • Hofstede, G., Hofstede, G. J., Minkov, M., & Vinken, H. (2008). Announcing a new version of the Values Survey Module: the VSM 08. Retrieved September 12, 2009, from http://stuwww.uvt.nl/~csmeets/VSM08.html
The manual and questionnaire for both the VSM 08 and the VSM 94 are available online for free use by researchers.


 Table of Contents

Description

History of Use

References

Description:

Purpose
The VSM was designed to assess dimensions of culture. The manual for the VSM 08 distinguishes between 7 dimensions of culture.
  • Power distance is a measure of how hierarchical a culture is. In a culture with a large power distance, less powerful individuals "expect and accept that power is distributed unequally."
  • Individualism vs. collectivism is a continuum. In individualistic cultures, "ties between individuals are loose". In collectivistic cultures, individuals are members of "strong, cohesive in-groups."
  • Masculinity vs. femininity is a continuum. In masculine cultures, social gender roles are rigidly defined. In feminine cultures, social gender roles are looser and overlapping.
  • Uncertainty avoidance is a measure of the extent to which individuals "feel threatened by uncertain, unknown, ambiguous, or unstructured situations."
  • Long-term vs. short-term orientation is a continuum. In long-term-oriented cultures, there is a focus on future rewards and "adaptation, perseverance and thrift" are valued. In short-term-oriented cultures, there is a focus on the past and present and "respect for tradition, preservation of 'face', and fulfilling social obligations" are valued.
  • Indulgence vs. restraint is a continuum. Indulgent cultures permit "relatively free gratification of some desires and feelings" (e.g., "leisure, merrymaking with friends, spending, consumption and sex"). Restrained cultures control gratification and "people feel less able to enjoy their lives."
  • Monumentalism vs. self-effacement is a continuum. Monumental cultures reward individuals "who are, metaphorically speaking, like monuments: proud and unchangeable." Self-effacing cultures reward individuals who are humble and flexible.
The VSM 08 is a revision of earlier versions of the VSM, including VSM 80, 82, and 94.
Questions
28 items, 20 questions using 5-point ratings and 6 demographic questions
Sub-scales
7 sub-scales:
  • Power Distance Index (PDI)
  • Individualism Index (IDV)
  • Masculinity Index (MAS)
  • Uncertainty Avoidance Index (UAI)
  • Long Term Orientation Index (LTO)
  • Indulgence versus Restraint Index (IVR)
  • Monumentalism Index (MON)
Domain

Psychometrics

Sample items
  • Please think of an ideal job, disregarding your present job, if you have one. In choosing an ideal job, how important would it be to you to have a boss (direct superior) you can respect. (PDI)
  • Please think of an ideal job, disregarding your present job, if you have one. In choosing an ideal job, how important would it be to you to have sufficient time for your personal or home life (IDV)
  • Please think of an ideal job, disregarding your present job, if you have one. In choosing an ideal job, how important would it be to you to get recognition for good performance. (MAS)
  • How often do you feel nervous or tense? (UAI)
  • We should honor our heroes of the past. (LTO)
  • In your private life, how important is keeping time free for fun? (IVR)
  • How proud are you to be a citizen of your country? (MON)

References:

Scale:
  • Hofstede, G. (1980). Culture’s consequences: International differences in work-related values. Beverly Hills, CA: Sage Publications.
  • Hofstede, G. (1991). Cultures and organizations: Software of the mind. London: McGraw-Hill.
  • Hofstede, G. (1998). Attitudes, values and organizational culture: Disentangling the concepts. Organization Studies, 19(3), 477-492.DOI: 10.1177/017084069801900305
  • Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations (2nd ed.). Thousand Oaks, CA: Sage Publications.
  • Hofstede, G., Hofstede, G. J., Minkov, M., & Vinken, H. (2008). Announcing a new version of the Values Survey Module: the VSM 08. Retrieved September 12, 2009, from http://stuwww.uvt.nl/~csmeets/VSM08.html

Selected Uses:
  • Armstrong, R. W. (1996). The relationship between culture and perception of ethical problems in international marketing. Journal of Business Ethics, 15(11), 1199-1208. doi: 10.1007/BF00412818
  • Heuter, M., Cummings, J. L., & Hutabarat, W. (1999). Cultural stability or change among managers in Indonesia? Journal of International Business Studies, 30(3), 599-610. doi: 10.1057/palgrave.jibs.8490085
  • Christie, P. M. J., Kwon, I. W. G., Stoeberl, P. A., & Baumhart, R. (2003). A cross-cultural comparison of ethical attitudes of business managers: India, Korea, and the United States. Journal of Business Ethics, 46(3), 263-287. doi:0.1023/A:1025501426590
  • Ardickvili, A., & Gasparishvili, A. (2003). Russian and Georgian entrepreneurs and non-entrepreneurs: a study of value differences. Journal of Business Ethics, 46(3), 263-287. doi: 10.1177/0170840603024001679
  • Hewett, K., Money, R. B., & Sharma, S. (2006). National culture and industrial buyer-seller relationships in the United States and Latin America. Journal Of The Academy of Marketing Science, 34(3), 386-402. doi: 10.1177/0092070305285370
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