Managing Across Cultures: A Learning Framework
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Managing Across Cultures - Meena S. Wilson
MANAGING ACROSS CULTURES
A Learning Framework
MANAGING ACROSS CULTURES
A Learning Framework
Meena S. Wilson
Michael H. Hoppe
Leonard R. Sayles
Center for Creative Leadership
Greensboro, North Carolina
The Center for Creative Leadership is an international, nonprofit educational institution founded in 1970 to advance the understanding, practice, and development of leadership for the benefit of society worldwide. As a part of this mission, it publishes books and reports that aim to contribute to a general process of inquiry and understanding in which ideas related to leadership are raised, exchanged, and evaluated. The ideas presented in its publications are those of the author or authors.
The Center thanks you for supporting its work through the purchase of this volume. If you have comments, suggestions, or questions about any CCL Press publication, please contact the Director of Publications at the address given below.
Center for Creative Leadership
Post Office Box 26300
Greensboro, North Carolina 27438-6300
336-288-7210 • www.ccl.org
©1996 Center for Creative Leadership
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
CCL No. 173
Library of Congress Cataloging-in-Publication Data
Wilson, Meena S.
Managing across cultures : a learning framework / Meena S. Wilson, Michael H. Hoppe, Leonard R. Sayles
p. cm.
Includes bibliographical references.
ISBN 1-882197-25-9 [ISBN-13: 978-1-882197-25-5]
1. International business enterprises—Management. 2. Management—Cross-cultural studies. 3. Comparative management. 4. Intercultural communication. I. Hoppe, Michael H. II. Sayles, Leonard R. III. Title.
HD62.4.W59 1996
For My Parents,
Atam Dev and Vimla Nagrath Surie
Meena S. Wilson
Table of Contents
Preface
Acknowledgments
Introduction
Source of Identity: Individual-Collective
At the Individual Pole
At the Collective Pole
In the Workplace
Individual accountability
Career progress
Private offices and privacy
Candor
Loyalty to the company
Loyalty to one’s family and clan
Goals and Means of Achievement: Tough-Tender
At the Tough Pole
At the Tender Pole
In the Workplace
Competition and cooperation
Modesty
Separating family considerations from work life
Orientation to Authority: Equal-Unequal
At the Equal Pole
At the Unequal Pole
In the Workplace
Hiring and promotion based on achieved
versus ascribed
status
Deference
Lack of delegation
Response to Ambiguity: Dynamic-Stable
At the Dynamic Pole
At the Stable Pole
In the Workplace
Structure of work life
One best way
answers to problems
Different people and ideas
Means of Knowledge Acquisition: Active-Reflective
At the Active Pole
At the Reflective Pole
In the Workplace
Axiomatic versus pragmatic thinking
Analytic approach to solving problems
Strategic and long-term decisions
Perspective on Time: Scarce-Plentiful
At the Scarce Pole
At the Plentiful Pole
In the Workplace
The precise use of time
The linear use of time
Past, present, and future
Outlook on Life: Doing-Being
At the Doing Pole
At the Being Pole
In the Workplace
Commitment to work and economic values
Optimism about the future
Traditional religions and the world of work
Using the Framework
Use the Seven Dimensions
Construct a Provisional Hypothesis
Test and Modify the Hypothesis Continually
Challenge Yourself to Grow Personally
Conclusion
References
Appendix: Models of Cultural Difference
Preface
In developing the learning framework presented in this paper, we have consulted current research in the fields of anthropology, cross-cultural psychology, and international business management (see the Appendix) and have attempted to integrate the concepts we found there into a tool that managers and employees can use to understand the behavior of people from a variety of cultural backgrounds.
We want to emphasize that our framework, which currently has seven dimensions, is a provisional one. These dimensions will be empirically tested for reliability and validity when we administer a survey (the Intercultural Values Questionnaire, or IVQ) to an international sample of managers and executives. (The scales of the IVQ are the same as the dimensions of the framework.) Ultimately we hope to link cultural values