National Culture and Leadership Profiles in Europe: Some Results From the GLOBE Study

Koopman, P.L.; Hartog, Deanne N. Den; Konrad, Edvard; al., et

doi:10.1080/135943299398131

Cited by 113 publications

(76 citation statements)

References 10 publications

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“…Therefore, supportive, task-oriented, and directive leadership are preferred in high uncertainty avoidance cultures. In masculine cultures, charismatic, strong, and directive leaders are more likely to be successful, while there might be a preference for more consultative, considerate, relation-oriented leaders in feminine cultures (Koopman et al, 1999). In masculine cultures, the role of leaders is dramatized.…”

Section: National Culture and Leadershipmentioning

confidence: 99%

“…Dominance and strong displays of power might be appropriate for leaders. As such, authoritarian, directive, strong leadership styles can be considered more effective and appropriate for these countries (Koopman et al, 1999). The subordinates are not mostly willing to take initiatives and questioning the policy of the leaders.…”

Section: National Culture and Leadershipmentioning

confidence: 99%

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The Adaptability of Management Models Across Cultures

Yüksel

Durna

2015

UİİİD

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With the emergence of globalization, the transfer of management principles and models and technology between the organizations has become a common practice. This situation inevitably increased in research about the issue of similarities and differences between societies, organizations, nations, and individuals. This article aims to contribute to this line of research by discussing the convergence or divergence of national cultures and related work values. This article suggests that although a degree of convergence occurs in the structure and ordinary practices of organizations, there is little convergence in the thinking, behavior, beliefs, and values of people in organizations. This assumption is elaborated, in this article, by referring to differences in national cultural features in terms of communication, leadership style, motivators, and performance measurement systems. All organizations need to take into account differences in the national cultural features before adapting a management model or principle originated in another country. YÖNETİM MODELLERİNİN KÜLTÜRLERARASI UYGULANABİLİRLİĞİ ÖZKüreselleşmenin ortaya çıkması ile birlikte, yönetim prensipleri, modelleri ve teknolojinin farklı ülkeler-de yer alan kurumlar arasında tranferi yaygın bir uygulamaya dönüşmüştür. Bu durum toplumlar, kurumlar, ülkeler ve kişiler arasındaki benzerlikler ve farklıklar ile ilgili araştırmaların kaçınılmaz biçimde artması sonucunu doğurmuştur. Bu makale, ulusal kültür ve iş yaşamı ile ilgili ulusal değerlerin benzeşmesi ve farklılaşmasını tartışarak bu yöndeki araştırmalara katkı sunmayı amaçlamaktadır. Bu makale, farklı ülkelerdeki kurumların yapısında ve günlük uygulamalarında belli bir oranda benzeşme olsa da, bu kurumlarda çalışan bireylerin düşünme tarzları, davranışları, inançları ve değerleri noktasında çok az benzerlik bulunduğunu ileri sürmektedir. Bu varsayım, farklı ulusal kültür özelliklerinin iletişim, liderlik tarzları, motivasyon ve performans yönetim sistemlerine yansımaları ile örneklendirilmektedir. Kurumların farklı ülke kaynaklı bir yönetim modeli ve prensibini kendi kurumuna uyarlarken ulusal kültür farklı-lıklarını dikkate alması gerekmektedir.

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Section: National Culture and Leadershipmentioning

confidence: 99%

Section: National Culture and Leadershipmentioning

confidence: 99%

The Adaptability of Management Models Across Cultures

Yüksel

Durna

2015

UİİİD

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“…It is, however, in contrast to Hofstede"s view on individualism, which suggests that individualism implies a heavy reliance on formal control, where the team approach is not applicable (Rodrigues, 1998, p. 30). Koopman et al (1999) …”

Section: Asserting the Individual (Individualism) Or The Group (Commumentioning

confidence: 99%

Cultural Orientations of Sport Managers

Girginov

Papadimitriou

D'Amico³

2006

European Sport Management Quarterly

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Various interpretations of sport management are cultural constructs underpinned by core assumptions and values held by members of professional communities. Sport managers world wide share common problems, but differ in how they resolve them. These universal differences emerge from the relationships they form with other people, and their attitude to time, activities and the natural environment. This paper examines the role of sport managers" cultural orientations in the interpretation and practice of sport management. Using a multiple dimension model (Hampden-Turner and Trompenaars, 2000) it sketches the cultural profiles of fifteen sport managers from seven countries. A combination of methods was employed including questionnaires, interviews and participant observation. It is contended that the culture of sport management concerns a social process by which managers get involved in reconciling seven fundamental cultural dilemmas in order to perform tasks and achieve certain ends. Thus, a knowledge of the cultural meaning of sport management in a particular country would equip sport managers with a valuable tool in managing both the cultural diversity of their own work forces and in developing appropriate cross-cultural skills needed for running international events, marketing campaigns, sponsorship deals and joint ventures.Cultural orientations of sport managers 3

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“…Myloni et al (2004) stated that management and organization cannot be isolated from their particular cultural environment. The authors argued that Greece (together with France and Italy) -according to Koopman et al (1999) -belongs to a separate cultural cluster in Europe, as opposed to the North-West. Therefore, it is appropriate to scan at national level environmental factors such as political/legal, European, technological, economic, and sociocultural in order to examine subsequently the adoption of quality management in Greek higher education.…”

Section: Universities As Organizations In An Open Systems Perspectivementioning

confidence: 99%

“…The authors noted that if service quality matters, customers may drift toward the private sector. Myloni et al (2004) stated that Greece, together with France and Italy (Koopman et al, 1999) belongs to a separate cultural cluster in Europe distinct from the North and West. Empirical results of Myloni et al indicated that HRM practices in Greek firms reflected national culture to a large extent.…”

Section: Technological Elementsmentioning

confidence: 99%

The enigma of quality in Greek higher education

Papadimitriou¹

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National Culture and Leadership Profiles in Europe: Some Results From the GLOBE Study

Cited by 113 publications

References 10 publications

The Adaptability of Management Models Across Cultures

The Adaptability of Management Models Across Cultures

Cultural Orientations of Sport Managers

The enigma of quality in Greek higher education

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