Organizational Implications of Latin American Culture

Osland, Joyce S.; Franco, Silvio De; Osland, Asbjørn

doi:10.1177/105649269982018

Cited by 84 publications

(72 citation statements)

References 7 publications

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“…Other culture related barriers include cultural differences, lack of communication, and different objectives which often lead to failure for many Sino-foreign cooperation projects (Lightfoot and Almeida 2007). When a firm enters the foreign market, it must first understand the other culture (Ward and Rana-Deuba 1999) and then adapt their management style to fit with the local culture (Osland et al 1999). The two parties need to build a bridge which is codified and transmitted formally through language (Nonaka, 1994).…”

Section: Culturementioning

confidence: 99%

Building Blocks for Chinese SMEs to Enter the Global Market: The Roles of Upstream Knowledge and Downstream Channel Infrastructure

Cao¹,

Hartung²,

Forrest³

et al. 2011

IJBM

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Small and medium enterprises (SMEs) are the most important economic components in China's economy-in that they account for 98.9 percent of the total number of businesses and 65.6 percent of China' s industrial output value. Chinese SMEs have forestalled rapid expansion into global markets due to the constraints of language, culture, and logistics. This paper examines Chinese SMEs limitations in addressing these constraints. Three contingency strategies (niche market strategy, strategic networking and e-commerce) are proffered to assist China's SMEs to more fully compete and succeed in their international efforts.

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Section: Culturementioning

confidence: 99%

Building Blocks for Chinese SMEs to Enter the Global Market: The Roles of Upstream Knowledge and Downstream Channel Infrastructure

Cao¹,

Hartung²,

Forrest³

et al. 2011

IJBM

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show abstract

“…For instance, it has been mentioned that inequality and power distance are accepted, which in many cases translates into observing very vertical organizations, with a clear paternalism on the part of line managers and above (Hofstede, 1980;Osland et al, 1999;Pellegrini and Scandura, 2008). Likewise, "personalized" relationships between managers and operators are fairly typical and are valued by operators in Latin America (Albert, 1996).…”

Section: H1b the Positive Association Between Workforce Diversity Inmentioning

confidence: 99%

Linking workforce diversity in education, technological innovation strategies and firms´ organization

Bello‐Pintado¹,

Bianchi²

2017

Blucher Engineering Proceedings

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Abstract:This paper analyses the relationship between workforce diversity in education and skills and the propensity to engage in technological innovation (TI) activities in in the Uruguayan manufacture industry. We have distinguished between embodied and disembodied TI. Results show a positive and significant relationship between both diversity in education and skills and disembodied TI activities. Moreover, the moderating role of flexible forms of work organization is positive and significant for diversity in education when firms engage in disembodied TI.Keywords: diversity in education; diversity in skills; disembodied technological innovation; work organization JEL codes: O32 M14 L60 Resumo:O artigo analisa a relação entre a diversidade em educação e competências da força de trabalho e a propensão inovadora das empresas na indústria uruguaia de transformação. Com o intuito de identificar diferentes estratégias inovadoras, distingue-se entre inovações incorporadas em bens de capital de aquelas desincorporadas que a empresa desenvolve. Observa-se um efeito de mediação positiva das formas avançadas de organização do trabalho na relação entre diversidade e propensão inovadora, mas somente quando em aquelas empresas que desenvolveram inovações não incorporadas.Palavras chave: diversidade em educação; inovação tecnológica não incorporada, organização do trabalho Código JEL: O32 M14 L60 2

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“…Paternalism is a prevalent managerial style in Asian, MiddleEastern and Latin American cultures (Ali, 1993;Kim, 1994;Osland et al, 1999). In an empirical study, Aycan et al (2000) found India, China, Pakistan, and Turkey to be higher on paternalistic values as compared with more individualistic cultures such as Germany and Israel.…”

mentioning

confidence: 99%

Leader–Member Exchange Theory

2017

The SAGE Encyclopedia of Industrial and Organizational Psychology, 2nd Edition

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Organizational Implications of Latin American Culture

Cited by 84 publications

References 7 publications

Building Blocks for Chinese SMEs to Enter the Global Market: The Roles of Upstream Knowledge and Downstream Channel Infrastructure

Building Blocks for Chinese SMEs to Enter the Global Market: The Roles of Upstream Knowledge and Downstream Channel Infrastructure

Linking workforce diversity in education, technological innovation strategies and firms´ organization

Leader–Member Exchange Theory

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