Models for comparative analysis of culture: the case of Poland

Todeva, Emanuela

doi:10.1080/095851999340297

Cited by 26 publications

(18 citation statements)

References 7 publications

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“…The fact that 'the subculture of organization reflects national culture, professional subculture, and the organization's own history' appears to be crucial for this research (ibid). Therefore, potential disparities should be visible, amongst others, in distribution of power, decision-making processes, extent of control (musicians vs. managers), objectives and rewards (artistic integrity vs. money), motivations to comply with organisational' rules (musicians are frequently individuals that lack of group skills), the importance of pressure groups and labour unions and the (Todeva, 1996;Nasierowski and Mikula, 1998;Hofstede, 2001;Kolman et al, 2003). Particularly apparent dissimilarities appear in the criteria that are crucial for the implementation of free market (which is a relatively new phenomena in Poland compared to the UK).…”

Section: Culturementioning

confidence: 99%

Artists' attitudes to marketing: a cross‐cultural perspective

Kubacki

Croft

2006

J of Philanthropy and Mktg

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*Although the music industry is dominated by a few global players, the vast majority of musical performances are by nonprofit organisations, self-employed musicians or small and medium enterprises (SMEs). But, while a great deal has been written about the marketing of music-distribution, branding, audience development, etc.-comparatively little is known about the attitudes of musicians themselves to marketing, despite the fact their role as both product and producer is so central to the musical experience. *The research sets out to gain an understanding of this neglected topic by undertaking a cross-cultural analysis of musicians from two different cultures: it compares the attitudes of artists in a mature, post-industrial economy (UK) with those in a post-communist, emerging democracy (Poland). The research finds that society, culture and the economic environment appear to shape attitudes far less than art itself. Across both cultures the research discovers at best an ambivalence towards marketing, and at worst a general antipathy towards the whole notion of art-as-business. *The implications of these findings, if replicated across other countries, other musical genres and across the arts as a whole, could be worrying. Historically, the arts have been dominated by nonprofit organisations funded at least in part by public and private subsidies, funds which are being substantially eroded in both mature economies and in developing nations. The challenge for nonprofits and SMEs in the arts, then, is about achieving some sort of engagement with business and marketing, without losing their artistic integrity in the process.

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Section: Culturementioning

confidence: 99%

Artists' attitudes to marketing: a cross‐cultural perspective

Kubacki

Croft

2006

J of Philanthropy and Mktg

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“…Dreachslin and Saunders (1999) and Ivancevich and Gilbert (2000) have drawn attention also to methodological issues. These authors would like to see more research on how people actually behave, rather than what they report they do or would behave, more longitudinal and qualitative analyses of diversity and diversity management, and more comparative research (see also Todeva, 1999). Finally, some scholars have focused on developing measures of diversity.…”

Section: Looking Forwardmentioning

confidence: 99%

Diversity and Emotion: The New Frontiers in Organizational Behavior Research

Ashkanasy

2002

Journal of Management

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This article provides a review of recent developments in two topical areas of research in contemporary organizational behavior: diversity and emotions. In the first section, we trace the history of diversity research, explore the definitions and paradigms used in treatments of diversity, and signal new areas of interest. We conclude that organizational behavior in the Twenty-First Century is evolving to embrace a more eclectic and holistic view of humans at work. In the second section, we turn our attention to recent developments in the study of emotions in organizations. We identify four major topics: mood theory, emotional labor, affective events theory, and emotional intelligence, and argue that developments in the four domains have significant implications for organizational research, and the progression of the study of organizational behavior. As with the study of diversity, the topic of emotions in the workplace is shaping up as one of the principal areas of development in management thought and practice for the next decade. Finally, we discuss in our conclusion how these two areas are being conceptually integrated, and the implications for management scholarship and research in the contemporary world. DIVERSITY AND EMOTION: THE NEW FRONTIERS IN ORGANIZATIONAL BEHAVIOR RESEARCHIn this article, we canvass two issues that we believe are both topical and important in organizational behavior: diversity and emotions. We present an analytical review of recent theoretical and empirical developments in these fields, and suggest that integration of these two issues has exciting theoretical and research implications. The first part of our paper deals with diversity. In common with the study of emotions, this area of organizational study underscores how the cognitive-rational paradigms of organizational behavior (e.g. Simon, 1976) are today being challenged. In the first section of our paper, therefore, we trace the history of diversity research, explore the definitions and paradigms used in treatments of it, and signal new areas of interest. In the second section, we direct our attention to discussion of the current and growing interest in the study of emotions in organizational settings. Although interest in emotions in work settings is spread across a broad range of topics, our reading of the trends in this area leads us to the conclusion that four domains areas are especially worthy of attention: mood effects, emotional labor, affective events theory, and emotional intelligence. Why diversity and emotion? As we show below, these are relatively new and still-developing topics in organizational behavior. We argue, however, that modern workplace trends have created an impetus for a focus on these topics. In particular, we identify four trends that, along with their implications, guided our choice to integrate diversity issues and emotions in this article. These are:The trend to globalization. As organizations geographically diversify, and the free movement of labor across national boundaries intensifies, the...

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“…Thirdly, many people are willing to shed either legacy to adapt Western culture, or what is received of it through the media, business contacts and tourists. Thus, culture is unusually unstable and shows considerable discrepancies between the cultural norms and behaviours communicated in public and those people actually internalized (Todeva 1999). Feichtinger and Fink (1998) describe the volatility of culture in the 1990's, and the corresponding confusion at the individual level, as 'collective culture shock'.…”

Section: Managing Cultural Diversitymentioning

confidence: 99%

International Business Research on Transition Economies

Meyer¹

2001

Oxford Handbook of International Business

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Focuses on challenges faced by businesses in the transition context, drawing on research beyond the main business journals. First, the microeconomic aspects of economic transition are summarized, taking the development of new institutions as starting points as they set the stage for developments in the enterprise sphere. Next, multinational enterprises entering the region are discussed, considering their motives, and their strategies for dealing with the specific context. Lastly, some managerial challenges are addressed that arise for multinational enterprises operating in the region.

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Models for comparative analysis of culture: the case of Poland

Cited by 26 publications

References 7 publications

Artists' attitudes to marketing: a cross‐cultural perspective

Artists' attitudes to marketing: a cross‐cultural perspective

Diversity and Emotion: The New Frontiers in Organizational Behavior Research

International Business Research on Transition Economies

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