2009
DOI: 10.3846/1611-1699.2009.10.279-289
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Manufacturing Strategies and Choices in Cultural Contexts

Abstract: Abstract. Although any fi rm operates in a local environment, which includes specifi c economic, social and cultural contexts, there is still a lack of studies connecting culture and values with operations strategies and practices. This paper attempts to explore a look at how cultural dimensions are connected with manufacturing strategies and choices. The current article is based on data from the International Manufacturing Strategy Survey (IMSS) project and the GLOBE study. Advanced mass production is more co… Show more

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Cited by 31 publications
(23 citation statements)
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“…According to Alas and Edwards (2005), the differences in attitudes held toward society, organisations and work by people in Asia and Europe are influenced both by institutional context and cultural background. Alas, Kraus and Niglas (2009) state that obtaining knowledge about traditions and customs in concrete country is useful before starting production in this country.…”
Section: Discussionmentioning
confidence: 99%
“…According to Alas and Edwards (2005), the differences in attitudes held toward society, organisations and work by people in Asia and Europe are influenced both by institutional context and cultural background. Alas, Kraus and Niglas (2009) state that obtaining knowledge about traditions and customs in concrete country is useful before starting production in this country.…”
Section: Discussionmentioning
confidence: 99%
“…Previous studies have proven that organizational culture enhances organizational innovativeness, efficiency and improved productivity within organizations (Alas et al, 2009). Hence, the shipbuilding industry needs to practice and prioritize the culture that enhances innovativeness as an avenue for the attainment of competitive edge.…”
Section: Organizational Culture and Innovativenessmentioning
confidence: 99%
“…Ce sont désormais les caractéristiques culturelles locales qui s'avèrent d'une influence déterminante sur le fonctionnement organisationnel. D'innombrables études, prolongeant les travaux de Hofstede (1980;1991), ont ainsi cherché à démontrer que l'importation d'instruments managériaux à l'occidentale dans d'autres contextes est inexorablement vouée à l'échec et que l'organisation gagne à s'adapter à son contexte culturel spécifique (d'Iribarne, 1989;Trompenaars, 1994;House et al, 2004;Alas, Kraus & Niglas, 2009). Dans un contexte africain, ce serait donc avant tout l'attention portée aux liens de parenté ou ethniques traditionnels, aux réseaux religieux, au soutien communautaire, etc.…”
Section: Gestion Des Différences Culturelles Et Performances Organisaunclassified