References:
http://geert-hofstede.com/nigeria.html
Hofstede’s cultural values dimensions are a good way of determining how any nation would interact in a business relationship.
Power Distance Dimension
In terms of power distance, Nigerian businesses have hierarchical organization, where the company’s delegation of power resides in the people of high-management positions. Native Nigerian companies display hierarchical as “the boss expects and receives respect from those below them in the structure” (World Business Culture) The hierarchical dimension is also exhibited in how “decisions are invariably made right at the top,” and time is not rarely wasted in consulting people in lower positions (World Business Culture). As with many hierarchical societies, age is highly valued because it is believed that age brings wisdom. Thus, people in high-management positions are usually of an older generation. When addressing business counterparts, titles are significant as many Nigerians “will insist on being addressed with full titles at all times” (InterNations).
The root of the hierarchical structure of Nigerian businesses comes from the tribal background of the country. In much of Nigerian history, the country was run by a series of kingdoms and empires. Within such societies, only few hold authority over the country. In modern day Nigeria, this hierarchy has translated to its businesses, as well.
Time Dimension
The second dimension is time orientation. On the spectrum of precise reckoning-of-time and loose reckoning-of-time, Nigerian businesses tend to lean closer to the loose reckoning-of-time side. Nigerians tend to live and work at a pace that is more relaxed than Americans. Although punctuality is valued, “sticking to schedules is less important than an individual’s particular situation” (InterNations). As with other business cultures that have a loose reckoning, patience would be beneficial in doing business with Nigerians. Also, based on the infrastructure of the country and its large population, traffic is fairly common and unpredictable. Thus, being punctual can be difficult at times.
Individual-Collectivist Dimension
Regarding the individual-collectivist dimension, Nigerian businesses reflect their culture in that they both follow the collective end of this dimension. In Nigerian society, extended families “are in fact the backbone of the social system” as there is a strong tradition of mutual caring and responsibility among members of the family (Kwintessential). Another important reflection of a collectivist culture is their emphasis on having strong personal relationships. In the business environment, it is important to take the steps in “establishing a personal relationship with your colleagues and superiors,” as one can expect the first two hours of a meeting getting to know your business contact. (InterNations).
Masculinity-Femininity Dimension
Another reflection of the country’s tribal roots is where it stands on the masculine/feminine spectrum. Nigeria falls closer on the masculine end as it is driven by competition, assertiveness, achievement and success. When doing business in Nigeria, it is important to stay committed, and assertive in your efforts because it requires “constant attention and constant renegotiation” (Palk).
Although the Nigerian business culture is predominantly masculine, there are some feminine tendencies. People in high-management positions are “expected to take an interest in subordinates beyond their directly work-related duties,” which reflects nourishment and sustaining good working relationships which are characteristic of a feminine culture.
Uncertainty Avoidance Dimension
On the spectrum of uncertainty avoidance, Nigeria stands slightly towards the preference for avoiding uncertainty. Countries on this end of the spectrum “maintain rigid codes of belief and behavior and are intolerant of unorthodox behavior and ideas” (Hofstede). Nigerians respect the rule that “time is money, [and] people have the inner urge to be busy and work hard” (Hofstede). The reasoning that Nigeria only stands slightly towards avoiding uncertainty is seen in the earlier discussion of their stance on the time dimension. Although they value time, Nigerians value individual circumstances over a precision and punctuality set by a schedule.
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