This article suggests that the business history of emerging markets should be seen as an alternative business history, rather than merely adding new settings to explore established core debates. The discipline of business history evolved around the corporate strategies and structures of developed economies. The growing literature on the business history of emerging markets addresses contexts that are different from those of developed markets. These regions had long eras of foreign domination, had extensive state intervention, faced institutional inefficiencies, and experienced extended turbulence. This article suggests that this context drove different business responses than are found in the developed world. Entrepreneurs counted more than managerial hierarchies; immigrants and diaspora were critical sources of entrepreneurship; illegal and informal forms of business were common; diversified business groups rather than the M-form became the major form of large-scale business; corporate strategies to deal with turbulence were essential; and radical corporate social-responsibility concepts were pursued by some firms.
Data provided by 7380 middle managers from 60 nations are used to determine whether demographic variables are correlated with managers' reliance on vertical sources of guidance in different nations and whether these correlations differ depending on national culture characteristics. Significant effects of Hofstede's national culture scores, age, gender, organization ownership and department function are found. After these main effects have been discounted, significant although weak interactions are found, indicating that demographic effects are stronger in individualist, low power distance nations than elsewhere. Significant nonpredicted interaction effects of uncertainty avoidance and masculinity-femininity are also obtained. The implications for theory and practice of the use of demographic attributes in understanding effective management procedures in various parts of the world are discussed.
Formal management education and development in Latin America is a
relatively recent phenomenon. Its present nature, and its evolution over
the past 30 years in a number of Latin American countries, is examined.
The issues are set, first, within the broader context of
underdevelopment in Latin America. Second, the origins of management
education and development are then analysed in terms of their
relationship with the education and development of professionals in
general. Third, possible links are explored between management education
and the transition in Latin America from traditional to modern
societies. This is followed, by a discussion of the foundation of a
number of important Latin American business schools in the 1960s.
Finally, the article speculates about the future of management education
and development in the region.
The journal publishes articles on the application of psychology, including the scientific underpinnings of the profession of psychology. Articles that present assessment, treatment, and practice implications are encouraged. Both data-based and theoretical articles on techniques and practices used in the application of psychology are acceptable. The journal also publishes brief reports on research or practice in professional psychology. For more information, including how to subscribe, please visit the journal's Web site at www.apa.org/pubs/journals/pro.
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