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LiteratureReview1.LiteraturereviewabroadInthelate1960s,basedontheresearchesofIBMmulticulturalcorporationsinmorethan50countriesand3transnationalregions,GeertHofstedeputforwardfourdimensionstoanalyzeculturesofdifferentcountries:powerdistance,uncertaintyavoidance,individualism–collectivism,masculinity–femininity(Hofstede,1980).Later,thefifthandsixthdimensionsofculturewasidentifiedbyhim:long–termorientationversusshort–termorientation,andindulgenceversusrestraint(Hofstede,2005;Fernandez,2012).Alltogetherthesixculturaldimensionshavegraduallybecomeanviewofauthorityincross–culturalstudy,whichhavebeenmadewiderangeofapplicationinacademicresearchesandcross–culturalpractices.Ithaswonconstantevidencesupportfromscholarsandpractitionersfromvariousfields.Powerdistancereflectsthedifferentanswerstothequestion“howtodealwiththeinequalityamongpeople”fromdifferentcountries.Itisrelatedtovulnerablemembers’expectationandacceptancedegreeoftheimparityofpowerdistributioninorganizationsorinstitutionsofacountry(Hofstede,2005).Socialmembersofahighindexpowerdistancecountryareliabletoaccepthierarchy.Chinaissuchacountry.Chinesepeopleconsiderthatitisacceptabletohavepowerconcentration,closesupervisionandlargeincomegap.TherearesuchcommonlyexistedphenomenoninChinasuchasprivilegeandstatus,anemotionalbondbetweentheupperandlowerranks,apriorityofwhitecollarjoboverthatofthebluecollar,andanabsoluteobediencetothesuperior.However,socialmembersofalowindexpowerdistancecountrysuchasAmericatendtobelievethatthereisonlydifferentdivisionoflaborinanorganization,whichnotsuggeststhestatuslevel(Fernandez,2012).Membersofanorganizationattachgreatimportancetothedecentralizationofpowerandself–determination,andtheover–largeincomegapisunbearablewithinanorganization.Therelationshipbetweenthesuperiorandsubordinatorsstressespracticaleffectswithlessemotionalcolor.Americansdiscourageprivilegeandstatus,andthesuperioroftenconsulttheopinionsofthesubordinators.UncertaintyAvoidancereferstothebearingofambiguityorthethreatlevelofuncer
