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How national culture induces entrepreneurship and business growth remains elusive in research. Questions remain, for example, how can we determine whether a given national culture is good or bad for entrepreneurial activities? What are those pro-entrepreneurship national culture dimensions that could be promoted across nations? These questions are yet open for discussion. The purpose of the study seeks to address these questions and unveil how various national cultural dimensions affect entrepreneurship in different national contexts.

The systematic literature review (SLR) method is meticulously applied. Key terms related to Hofstede’s national culture dimensions are traced alongside entrepreneurial aspects associated with entrepreneurial actions and orientations. By developing series of search queries from these terms, studies within the Web of Science and EBSCO databases are explored.

The review reveals that individualism, long-term orientation, low power distance, feminism, indulgence and low uncertainty avoidance dimensions of culture enable and foster entrepreneurial activities across countries. This study proposes that they be considered Hofstede’s pro-entrepreneurship cultural dimensions. The research suggests that countries endowed with more of these cultural factors tend to create favorable conditions for entrepreneurship. The authors argue that the bundling of these cultural dimensions makes a difference in entrepreneurial performance, not the isolated effect of individual dimensions.

The study reveals the intricate relationship between national culture and entrepreneurship, a relationship that is particularly crucial in today’s globalized work environment and cross-cultural entrepreneurship. The findings underscore the significant role of national culture in shaping the entrepreneurial activities of nations. To enhance the effectiveness of entrepreneurial practices, it is essential to consider the cultural context of societies. While the review does not identify a specific national culture dimension that distinguishes developing countries from developed ones in terms of entrepreneurial performance, it does suggest that promoting pro-entrepreneurship national cultural dimensions, rather than individual dimensions in isolation, can create a fertile ground for entrepreneurship to thrive.

This study significantly advances the understanding of the relationship between national culture and entrepreneurship, considering Hofstede’s six national cultural dimensions and their respective and concurrent influences. This research provides a clearer framework for understanding and promoting cultures that support entrepreneurship, particularly by focusing on how cultural “bundling” rather than isolated traits can drive success in entrepreneurship across different countries. The study also offers practical suggestions to stakeholders on how to promote a pro-entrepreneurship national culture. The use of the SLR methodology enhances the reliability of the findings, shedding light on the most critical national cultural dimensions that must be configured to achieve the maximum returns from entrepreneurial endeavors.

This study aims to examine the effect of the interplay between national culture and supervisor gender on supervisors’ supportive behaviours towards employees in Europe.

Based on Hofstede’s cultural scores for 34 European countries, two clusters of countries were identified, reflecting two cultural configurations: favouring versus not favouring gender equality (GE). For hypotheses testing, the authors used a sample of 21,335 native employees, obtained from the European Working Conditions Survey.

Women in supervisory positions, compared to men, provided more support to subordinates in terms of respect, recognition, encouraging development and providing feedback. In countries with cultures favouring progress towards GE (small power distance, weak uncertainty avoidance, individualism and indulgence), only respect and recognition were more prevalent. In countries with opposing cultural configurations, other supportive behaviours stood out: coordinating work, providing feedback and helping with work. Furthermore, the impact of supervisor gender on supportive behaviours was influenced by national culture. Gender differences were larger in countries with a culture favouring progress towards GE compared to countries not favouring such progress.

The authors present a pioneering study that delves into national values as they relate to progress towards GE to understand the differences between male and female supervisors in the display of six supportive behaviours towards their subordinates. Their cultural approach nuances some of the predictions of social role theory.

Specific teaching and learning objectives include to identify factors influencing market expansion decisions and recommend appropriate entry modes, understand factors in the international business environment that contribute to success or failure of international businesses in developing countries, evaluate strategies enabling international businesses to sustain market presence in developing countries and overcome local competition, analyze the concept of local responsiveness in international business operations and suggest strategies for internationalizing domestic companies from developing countries.

The McDonald’s case examines the challenges associated with market expansion by global brands. The case occurs during the early-globalization era in the 1990s. Barbados, a developing country, is the site for potential expansion. Prospective investors, the Winters, are desirous of establishing a McDonald’s in Barbados. They need to thoroughly analyze the previous experience of McDonald’s against the host country’s current international business environment, e.g. political, economic, cultural and competitive environment. This case analysis provides a framework for understanding the multifaceted reasons behind McDonald’s exit from Barbados, considering the complex interplay of political, economic, sociocultural, technological and legal factors in the international business environment. The case equips the instructor and students to explore the risks of international expansion, particularly in developing country markets. The case study on McDonald’s failure in Barbados highlights the need to thoroughly examine one’s market entry strategy and available information on the host market and be more locally responsive regarding tastes and preferences. The case study also presents essential lessons for firms and planners from developing countries. Local firms innovated and enhanced their operations in response to the threat from the entry of the global fast-food giant. Yet, they did not seek to internationalize once McDonald’s exited the Barbadian market. The case study, therefore, considers strategies firms from developing countries could utilize to penetrate markets from developed countries.

At the undergraduate level, the McDonald’s Barbados case can be used in international business classes to highlight risks in the international business environment and the need for a carefully planned and executed market entry strategy.

Teaching notes are available for educators only.

CSS5: International Business.