Editing Uncertainty avoidance (section)

===Business===

David S. Baker and Kerry D. Carson performed a study to evaluate uncertainty avoidance among field sales personnel. They selected 155 subjects from the United States, Canada, United Kingdom, Australia, and New Zealand. Their research pointed towards individuals using both attachment and avoidance to lower their uncertainty avoidance in the workplace. People who were high on uncertainty avoidance and those low on it behaved differently. Sales personnel who were low on uncertainty avoidance saw no need to attach with their team or adapt to their environment, but those high on it used both avoidance and attachment to deal with situations. Those who reported moderate levels of uncertainty avoidance preferred to use adaptation rather than attachment when needed. <ref>{{cite journal|last1=Baker|first1=David|last2=Carson|first2=Kerry|title=The Two Faces of Uncertainty Avoidance: Attachment and Adaptation|journal=Journal of Behavioral & Applied Management|date=1975|volume=12|issue=2|pages=128–141|url=http://ibam.com/pubs/jbam/articles/vol12/No2/3%20-%20Baker%20and%20Carson.pdf}}</ref> 

In a study conducted by Nelson O. Ndubisi, Naresh K. Malhotra, Dilber Ulas, and Gibson C. Ndubisi it was found that customer loyalty is less in countries with low uncertainty avoidance. Additionally, it can be inferred from the study that customer trust is higher in countries with high uncertainty avoidance.<ref>{{cite journal|last1=Ndubisi|first1=Nelson Oly|last2=Malhotra|first2=Naresh K.|last3=Ulas|first3=Dilber|last4=Ndubisi|first4=Gibson C.|title=Examining Uncertainty Avoidance, Relationship Quality, and Customer Loyalty in Two Cultures|journal=Journal of International Consumer Marketing|date=October 2012|volume=24|issue=5|pages=320–337|doi=10.1080/08961530.2012.741477|s2cid=143389337}}</ref>

It is also believed that the uncertainty avoidance index (UAI) has a significant effect on consumers' acceptance of unfamiliar brands in the retail market. Brand familiarity, celebrity endorsement, and cultural differences all have an effect on determining an individual's UAI. Eliane Karsaklian has studied the effect UAI has on consumers' attitudes towards familiar and unfamiliar brands in different cultures (specifically American and French). She concludes that uncertainty avoidance has a deep role in shaping consumers' attitudes towards brands.<ref>{{cite web|last1=Karsaklian|first1=Eliane|title=When The Packaging Tells More About The Unfamiliar Brands: A Cross-Cultural Research With American and French Consumers|url=http://www.anzmac2010.org/proceedings/pdf/anzmac10Final00136.pdf|website=ANZMAC 2010|access-date=10 December 2017}}</ref> However, the claim that UAI (or any other dimension) has an "effect" is inconsistent with Hofstede's acknowledgement in his reply to Brendan McSweeney (Human Relations, 55.11 - 2002)  that "dimensions do not exist" and therefore cannot be causal i.e. they cannot have effects. Like many studies, Karsaklian analysis confuses correlation with causation.

Hofstede concluded that people in high uncertainty avoidance societies may avoid changing jobs. Whereas, people in low uncertainty avoidance societies may feel more at ease with changing jobs.<ref name="TenMinutes" /><ref>{{cite journal |last1=Hofstede |first1=Geert |title=Dimensionalizing Cultures: The Hofstede Model in Context |journal=Online Readings in Psychology and Culture |date=1 December 2011 |volume=2 |issue=1 |doi=10.9707/2307-0919.1014|doi-access=free }}</ref>