Source: Developed by the author

The results of research and discussions

The attitude of the two segments of respondents in which the study was conducted reflect their perception of the general cultural dimensions of the society (in case of students) and enterprises (in case of managers) where they belong. The cultural “profile” in the Republic of Moldova was built up based on dimensions described below. In accordance with the obtained results, a set of general rules, for each dimension, to improve intercultural behaviour and relations (Gordon 2021) was provided.

To determine whether the national culture of the Republic of Moldova is universalist or particularistic, we asked the respondents to choose the closest option to a dilemma situation for them. The question is whether the respondent believes to follow the rules strictly or to be flexible and to act according to a specific situation i.e. by deviating from rules. Universalism presupposes the construction of social and business relations within a society with uniform/universal rules, procedures and standards that are applicable always and in any circumstance. Particularism represents relationships based on flexibility of personal connections and actions taken according to specific situations (A. Trompenaars & Hampden-Turner, 2020).

Figure 1. Universalism versus Particularism Dimension

Source: Developed based on own study

Figure 1 represents the Universalism vs. Particularism Dimension, in which the results look as follows:

1. Completely universalist response.

2. Completely particularistic response.

3. Particularistic response doubled by universalist orientation.

4. Universalist response but with the recognition of social relations.

The obtained results demonstrate that the Republic of Moldova is a predominantly particularistic society. A particularistic managerial culture is based on decisions made according to specific situations or circumstances. This type of culture is found in less developed societies, where people tend to place a lot of value on emotional issues and sometimes tend to make decisions based on how the situation evolves, as it is believed that each situation may take a different perspective and require different solutions. The students segment shows a moderate inclination to universalist values with recognition of particularistic social relations is predominant that means that there is a tendency to trust rules and standards, and to act accordingly.

Thus, the most appropriate managerial strategies should be based on:

• granting autonomy to employees.

• respecting the other people needs of in the decision-making process;

• developing flexibility in decision-making;

• allocating time to build relationships and interact with people in a way their needs are better understood;

• highlighting the essential rules and policies to be followed.

To determine the level of individualism versus communitarism among the respondents from the Republic of Moldova, we used a dilemma situation with four alternative answers about the role of competition and cooperation for the success of an enterprise. In an individualistic culture, a person relies on himself/herself in the organization of their life and business activity, on their unique knowledge, abilities and experience. In a communitarist/collectivist culture, a person feels like a member of a team/group and manages their personal and business relationships according to group standards (A. Trompenaars & Hampden-Turner, 2020).

Figure 2. Individualism versus Communitarism Dimension

Source: Developed based on own study

Figure 2 shows the variables for the Individualism vs. Communitarism Dimension, and represent the following:

1. Radical individualistic response;

2. Answer that affirms competitive individualism, but in combination with collective cooperation;

3. Answer that demonstrates the pre-eminence of the group, but also allows the existence of competitive individuals;

4. Radical collectivist response.

The results for this dimension, presented in Figure 2, show a moderate attitude towards both extremes in both segments: managers and students. Being, for a long time, a component part of the USSR, people developed a collective thinking, as demonstrated by the representatives of older generations in our survey. After gaining independence, since 1989, the Republic of Moldova has adopted several Western attitudes due to the process of openness and globalization. The answer given by them indicates competitive individualism, where to get results collective cooperation is allowed. This means that culture praises and rewards individual performance in collaboration with others, people's needs come before those of organizations, people have moderate initiative and autonomy to make their own decisions, people are moderately allowed to be creative and learn from their mistakes.

Considering the survey results, the most appropriate managerial strategies should be based on:

• Recognizing and rewarding individual performance within the group but also involving others in decision making;

• avoiding favouritism;

• stimulating the initiative and autonomy of employees within and in favour of the group/community;

• connecting the needs of people with those of the group or enterprise;

• promoting collective creativity through the contribution of each member of the group.

The Neutral versus Affective dimension reflects the degree and range of emotion expression. In neutral cultures, it is customary not to show the feelings. Emotional/affective cultures are characterized by openness, excessive talkativeness, and spontaneous expression of feelings (F. Trompenaars & Hampden-Turner, 2011).

To determine whether the national culture in the Republic of Moldova is affective or neutral, we asked respondents how they would react if they felt insulted during a meeting with a business partner.

Figure 3. Neutral versus Affective Dimension

Source: Developed based on own study

Figure 3 presents the Neutral versus Affective Dimension in the Republic of Moldova, in which the results look as follows:

1. Radical response for neutral orientation;

2. Neutral orientation response, but recognizes the importance of emotions for good relationships;

3. Affective orientation response, which involves controlling interactions;

4. Radical response to emotional orientation.

The results in the figure 3 indicate that the respondents who chose option 1 or 2 proving that the society in the Republic of Moldova is a neutral one, in which emotions are not openly expressed, but anyway, emotions are important for establishing relationships. In neutral cultures, people believe that they should always control their emotions; also, their actions are influenced by reason rather than emotions. In our country, people are expected to rigorously manage their feelings; they do not allow them to interfere with professional life.

The most appropriate managerial strategies in the case of this dimension should be based on:

• effective management of emotions;

• using body language carefully in the sense of transmitting negativity;

• non-deviating from the object or core meaning of meetings and other interactions;

• being attentive to people's reactions because they are reluctant to show their genuine emotions.

The Diffuse versus Specific dimension indicates the degree of involvement and refers to the interconnection of the private and professional spheres. Specific means a rigid separation of private and business life. The private sphere of a person is closed to other people, except for the closest friends and colleagues. Diffuseness is a cultural characteristic in which the overlap of public and private spaces of a person is considered a norm.(A. Trompenaars & Hampden-Turner, 2020)

To determine whether a culture is specific or diffuse oriented, we asked respondents to choose the closest, in their opinion, among four alternatives, answer concerning relationship between the profitability of the enterprise and its stakeholders.

Figure 4. Diffuse versus Specific Dimension

Source: Developed based on own study

Figure 4 shows the variables for the Diffuse vs. Specific dimension which represent the following:

1. Response for diffuse orientation;

2. Compromise response for both, having a diffuse starting point;

3. Compromise response for both, with specific starting point;

4. Response for specific orientation.

Management activity involves establishing relationships with other colleagues, employees, superiors. Results in figure 4 obtained as part of our study shows that professional relationships and hierarchies are transferred to “private lands” in the Republic of Moldova, i.e. a manager is a manager, no matter where an employee meets him, which explains the diffuse-oriented approach. Also, the study indicates the prevalence of the diffusely oriented approach more clear among students than managers. This situation is influenced by the young age of respondents especially when they are not yet employed, who have respect for those above them in hierarchy.

Thus, the most appropriate managerial strategies should be based on the following:

• building good personal relationships with people before moving on to business issues;

• in-depth information about the people you will work with and the companies you will do business with;

• discussing business during social interactions and having personal discussions at work;

• avoiding rejection of social involvement.

Ascribed versus Achieved status is a dimension developed in the studies of F. Trompenaars and Ch. Hampden-Turner that analyses the position and status that a person has in a society or a company and the way they have achieved it. The culture of achievement is characterized by the fact that the status of a society member is determined by the success of them fulfilling their tasks and functions as well as the results obtained. In a culture of ascription, a person's age, origins and work experience determine their status and authority (A. Trompenaars & Hampden-Turner, 2020).

To determine whether the national culture in the Republic of Moldova indicates status by ascription or achievement, we asked respondents to choose one of the four declared alternatives that they considered appropriate for the situation about how a person obtains their status.

Figure 5. Ascribed status vs. Achieved status dimension

Source: Developed based on own study

Figure 5 shows the variables for the ascribed vs. achieved status dimension in the Republic of Moldova which represent the following:

1. Radical response showing the ascribed status;

2. Response for the belief that the ascribed status provides social and managerial benefits;

3. Response for the belief that the achieved status will lead to social an also, to managerial growth;

4. Radical response for the achieved status.

In our research, the opinion that a person's status should depend on their achievements and not on age or origin obtained 31-33% of support from both groups of respondents. The opinion that approves the assigned status that offers social benefit obtained the highest support 42% in the group of managers and, respectively, 44% in students (Figure 5).

In the case of this dimension, the most appropriate managerial strategies should be based on:

• rewarding and recognition of good performance in an appropriate manner;

• using titles only when it is relevant;

• the importance of a positive role model.

Another dimension studied by Trompenaars and Hampden-Turner is Sequential versus Synchronous Time, that identifies how people understand and manage the time.

In cultures with sequential perception of time, people believe that time passes from past to future, not having inter-time connection, each moment of time is unique, time is a valuable resource that must be used in the most effective way. Accordingly, in such cultures, people tend to do one thing in a specific period of time, accurately respect the deadlines, be punctual for business meetings and strictly follow the developed plan. People in cultures with synchronous orientation of time consider time cyclical, they believe that it is impossible to catch the time, so they need to be more relaxed and not worry if they are late. Therefore, in synchronous cultures, people work on several projects at the same time and are flexible about plans and obligations (F. Trompenaars & Hampden-Turner, 2011).

In our survey, we asked respondents to choose an option about the best ways to improve the use of time in the process of products delivery on the market, when they are needed.

Figure 6. Sequential Time vs. Synchronous Time

Source: Developed based on own study

Figure 6 shows the variables for the dimension of time perception in the Republic of Moldova which represent the following:

1. Radical response for the sequential orientation of time;

2. Response for sequential option, but connected to synchronously managed processes;

3. Synchronous orientation response, but connected to high-speed processes managed sequentially;

4. Radical response to synchronous orientation.

There are differences between the two groups of respondents, which refer to the way of perceiving and managing time. Students demonstrate a sequential attitude regarding time, i.e. punctuality, compliance with programs, planning are not its basic ingredients. There is not a high level of synchronous orientation among managers, who demonstrate a perception of time at a mean level of both directions. (Figure 6).(F. Trompenaars & Hampden-Turner, 2011).

Analysing this dimension, the most appropriate managerial strategies should be based on:

• offering flexibility in the sense of personal as well as group approach to work;

• providing employee autonomy in the work schedule;

• giving people flexibility and tolerance to reach events later;

• explanation of any ambiguity, deadlines could be flexible, but should be met.

Outward versus inward indicates people’s orientation concerning their environment. People in an inward oriented culture believe that the environment presents no threat, so they focus on managing internal resources, solving internal problems, and internal control. In a culture of outward orientation, people believe that they must work together with their environment to achieve goals and live in harmony with them. In these cultures, flexible and good relationships with partners are more important than focusing on personal achievements.

To show the general trend in the Republic of Moldova concerning this dimension, respondents were asked to express their attitude whether the strategy should be designed at the top of the enterprise and transmitted down, being implemented locally, or it should be initiated and implemented at the base of the enterprise where the interaction with customers, could be more effective.

Figure 7. Outward versus inward orientation dimension

Source: Developed based on own study

Figure 7 shows the variables for the dimension outward versus inward orientation in the Republic of Moldova which represent the following:

1. Radical response for outward orientation;

2. Outward response with inward-facing connections;

3. Radical response to inward orientation;

4. Option for inward orientation but with connections to outward oriented strategies.

Students and managers in the Republic of Moldova mainly emphasize self-confidence and the dominant attitude towards the environment that is shown in Figure 7. The opinion that all achievements and merits should be attributed to their own actions and should depend only on the work and actions of individuals is 37% for students and 30% for managers. The highest percentage of support for the opinion on the dependence of actions and the decision of outward orientation factors with internal implication was found in the group of managers- 47%, but also for students-28%. The characteristics of outward oriented groups include a flexible attitude, willingness to compromise and living in harmony with nature, i.e. acceptance of the environment.

Thus, the most appropriate managerial strategies recommended to implement according to this cultural dimension should be based on:

• stimulating individuals to self-develop the skills and abilities and to self-control the learning;

• setting clear goals with which employees’ agreement;

• developing openness to different opinions and constructive conflict settlement.

CONCLUSIONS

Despite the importance of cross-cultural studies, Moldovan national and business cultures are still unknown neither for local managers nor for foreign businesses, investors and entrepreneurs: no deep research has been done in this field and there are very few resources to provide coherent information about the subject. We tried to complete this gap with the present study. Due to data obtained in the survey we could „design” the national profile, according Trompenaars and Hampden-Turner model in the Republic of Moldova and to distinguish some relevant characteristics.

Moldovan society is a particularistic one, in which people believe that the circumstance and relationship can establish the rules that they live by. The focus in Moldovan society is more on relationships than on rules.

Moldovan society is moving to competitive individualism where collective cooperation is also allowed. People of younger generations believe in personal freedom and achievements. They believe in their own decisions, and about the obligation to take care of themselves. Peoples’ individual needs come before those of organizations, they are allowed to be creative and learn from their mistakes. According to Trompenaars and Hamden-Turner model, people in Moldovan society have a neutral orientation. People make effort to control their emotions and reason influences their actions more than their feelings. Moldovans often try to hide their emotions, even, when supervisors hurt them.

In the Republic of Moldova, there is a diffuse starting point of perception of the public and private space. There is an overlap between people’s work and personal life. They believe that good relationships are vital to achieve business goals and in their social life, whether they are at work or outside it. People can spend time with colleagues and clients in informal conditions.

Regarding the attribution of the status in the Republic of Moldova, on one hand, we have the situation when the assigned status offers social benefits. People believe individual should be valued for whom they are. Power, title and position are more important for the older group of our respondents (managers), and these characteristics define their behaviour. On the other hand, we see the tendency for achieved status that prevails in younger respondents’ answers, proving that they tend to recognize value and reward good performance.

In the Republic of Moldova, managers have a balance between the synchronous and the sequential perception of time: they see the past, present, and future as interconnected periods. Plans and commitments could be flexible and changeable. Students are sequential: they prefer events to happen in order. They value planning, respect punctuality and following schedules. "Time is money” is their motto. These controversial data lead us to the idea that Moldovans emphasize punctuality, but more often, they are not punctual.

There is an inward orientation trend in both groups of respondents, more among students, because they have a great ability to control their environment, especially in the technological sense, due to the development of information technologies. Managers in the Republic of Moldova have a tendency (40%) of outward orientation with internal-facing connections that means that people believe that nature, or their environment controls them, that means, they must work in tandem with the environment to achieve goals. In conditions of work or in personal relationships, they concentrate their attention and actions on others, and they try to avoid conflict as possible. People, with this time orientation, often need reassurance or approval upon doing a good job.

Description of these cultural dimensions let us offer some general directions to be taken into consideration by any individual or business interacting with representatives from the Republic of Moldova to have successful relationship on any level.

We have to mention that cultural dimensions established and analysed in the research do not take into account people's personal experiences or differences between sub-cultures within our country. This is especially relevant in today's global environment, where people can be influenced by many different cultures. We consider, that the examination of the organizational cultural environment of the enterprise in the context of the examined, in this paper, dimensions will allow them to select the most appropriate management methods.

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Received 14 September 2021

Accepted 11 November 2021