This article reviews the areas of comparative and cross-cultural management and discusses the impact of cultural diversity on international organizational behavior. With the growing shift of business from the Atlantic to the Pacific Basin, East-West cultural differences are becoming increasingly significant. Research in developmental psychology, sociology, and anthropology shows that there are major differences among the cognitive processes of people from different cultures. In the era of the global corporation, cultural diversity has to be recognized, understood, and appropriately used in organizations. It is suggested that cross-cultural management would greatly benefitfrom comparative studies considering the impact of the cognitive aspects of culture on managerial practice.
The effective implementation of management science results depends upon a wide variety of technical and organizational factors. This paper examines the effects of cognitive style in the implementation process. Previous research in cognitive theory and implementation indicates that the nature of the researcher-manager interface may be related to measurable cognitive factors. An experimental study was conducted to investigate the influence of cognitive style and the style of written reports on the acceptance of management science recommendations. Graduate students and practicing managers participated in separate but identical experimental trials. The findings indicate that differences in acceptance rates are due not only to differences in cognitive style, but also to differences in the subject populations.
The research here presented focuses upon the informal, social, and cultural side of managerial coordination and control as manifested in clinical e-health systems. Specifically, the research seeks to analyze and determine the role specific dimensions of organizational culture may have upon effective managerial coordination and control in clinical e-health systems.
This study reports a frequency analysis of hemispheric EEG asymmetries in 14 right‐handed male subjects performing two cognitive tasks. Eight of the subjects were Presidents or Chief Operating Officers of large corporations and the 6 remaining subjects were Operations Researchers. For the Operations Researchers, language and analytic tasks were expected to engage primarily the left hemisphere; spatial and intuitive tasks were expected to engage primarily the right hemisphere, consistent with earlier findings with normal subjects. The Presidents were expected to engage primarily the right hemisphere independent of cognitive task. Recordings from temporal leads (T3, T4) referred to the vertex CZ were subjected to discrete Fourier transforms; ratios of power from homologous leads (T4/T3) were computed in the alpha band. The results support the expectation of different responses between the two occupational groups. The lack of communication and understanding between the two occupational groups and the general lack of utilization and implementation of operations research by corporations may he inferred to be partially related to these differences.
When introducing a new technology that changes the core processes of an organization, such as an e-health initiative, it is important that the structural design and culture of the organization is aligned with the predominant national culture in which the organization is embedded. When a harmonious alignment is achieved, speedy and effective organizational learning can occur. This, in turn, promotes effective utilization of the new technology. The cultural dimension of uncertainty avoidance provides guidance on the type of organizational culture and structure to establish. Our research in five countries supports the believe that in national cultures in which high uncertainty avoidance is predominant, such as France, a highly mechanistic organization is favored; in cultures in which a low uncertainty avoidance dominates, such as the USA, a more organic organizational form should increase the probability of success in promoting effective organizational learning and thereby successfully implementing an ehealth strategic intent.
The ProblemOrganizational culture is recognized as a key component of knowledge management and organizational learning [36]. However, organizational culture is significantly influenced by national culture [49]. Further, for organizational culture to function effectively as a managerial control mechanism, the organizational culture and the formal organizational structure must be harmoniously interrelated [90]. Thus, the structure and culture of an organization must be aligned with the demands and predispositions of the environment in which the organizations operates [57]; noting that a significant aspect of that environment is the national culture in which the organization is embedded [49].Modern health care organizations are confronted with a steady stream of new clinical e-health technologies. Many of these technologies have significantly enhanced the quality of clinical practice, and some of these technologies have also offered the potential of increasing access and/or reducing the overall societal costs of healthcare [22] [2]. Early evidence suggests great difficulty in the implementing some of these new technological advances in the U.S.A. [18]. Telemedicine is a good example of this problem. Bashshur [22] discusses how the second generation of telemedicine has the requisite technology, but faces such uncertainties as lack of long-term sustainability plans, lack of mature programs that can be the basis of definitive cost-benefit analyses, and limited acceptance of telemedicine by health providers and health administrators. Originally conceived as a two-way video conference between a primary care provider and patient at one end, and a specialist at the other end, telemedicine has evolved into a clinical information technology sub-system in which multi-media email and web-based applications as well as real-time consultation transfer of precise and detailed clinical patient information between health-care providers, and sometime between the patients as well. This result holds the potential fo...
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