globalization of business and other expanding pluralistic organizations we need to reconsider the topic of managerial leadership within a much larger perspective than has been the usual practice. Therefore, we offer some observations from empirical research and suggest theoretical directions. We review the subject as it relates to the challenges of transnational business and more specifically with reference to business operations in the emerging and transforming economies of Eastern Europe such as the
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characterize cultural differences. This paper begins by briefly summarizing the nature of organizational justice and by identifying how justice is perceived. Hofstede’s five factors of cultural dimension model, which he developed in his seminal 1980 research on national cultures, is utilized to present characteristics of cultural differences. Ten propositions are then offered which relate to organizational justice and differences in cultural perspectives. These propositions suggest specific management
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Southern Cross University ePublications@SCU Southern Cross Business School 2003 The generation gap and cultural influence: a Taiwan empirical investigation Huichun Yu Peter Miller Southern Cross University Publication details Post-print of: Yu, HC & Miller, P 2003, 'The generation gap and cultural influence: a Taiwan empirical investigation', Cross Cultural Management: An International Journal, vol.10, no. 3, pp. 23-41. Published version available from: http://dx.doi.org/10.1108/13527600310797621
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Publishing Pty Ltd at www.Management-Journal.com/ Selection and editorial matter copyright © Common Ground 2004/2005 Individual papers copyright © individual contributors 2004/2005 All rights reserved. Apart from fair dealing for the purposes of study, research, criticism or review as permitted under the Copyright Act, no part of this book may be reproduced by any process without written permission from the publisher. ISSN: 1447-9524 (Print) ISSN: 1447-9575 (Online) Cover design by Common Ground
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upon interacting with other cultures that the one dimensional worldview is realized. Based on the in-depth research done by Hosteed, all working cultures display one dominant trait or more. As we will describe later, the essence of culture is not what is visible on the surface. It is the shared ways groups of people understand and interpret the world. (Trompenaars & Turner , 1998) Hofstede has been
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the arguments between McSweeney and Hofstede about national cultures. The argument starts on the Hoftstede’s published book Culture’s Consequences. Hoftstede’s cultural dimensions theory has got popular and in the same time criticised by other scholars, while McSweeney is one of the scholars who have been critising the cultural dimensions on people from different nations. This essay will firstly summarise the ideas and arguments of both of McSweeney and Hofstede in order to develop the understanding
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business to business relationship. The title is “Trust formation in cross-cultural business-tobusiness relationships” and it is written by Heffernan Troy. It is published by the Emerald Group Publishing Limited and it comes from Qualitative Market Research: An International Journal, Volume 7 · Number 2 · 2004 · pp. 114-125. The aim of the article is to show the factors that contribute in the process of building trust in the relationship lifecycle. BACKGROUND Relationships between two parts worldwide
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scored in the 60’s in masculinity (The Hofstede Centre). This is a key indicator of the competitive nature of both countries. The drive to be the best and the pursuit of excellence is alive and well in both countries. Whether it is an individualized approach or collective approach, the numbers are what they are and the US and China is similar in this cultural dimension. The cultural dimensions where the US and China differ the two countries are on opposite ends of the spectrum. Research shows that
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Organizational Structure & Culture Organizational Structure What is Organizational Structure? Defines how job tasks are formally – Divided – Grouped – Coordinated Six key elements – – – – – – Work specialization Departmentalization Chain of command Span of control Centralization & decentralization Formalization Controls, coordinates & motivates employees Work Specialization Degree to which tasks in organization are subdivided into separate jobs Efficiency gains – Payment related to skill-level
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analyzing and discussing the results of the survey, a number of potential problems experienced by Vietnamese and Americans when communicating were revealed. Based on these barriers, the study provided some concluding remarks of this study. Though the research is in small scale and cannot cover all problems faced by Vietnamese and Americans in intercultural working environment, the author of this study hopes that it will contribute to identifying the problems Vietnamese and Americans may experience and
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