Organizations and National Culture: Methodology Considered

Tayeb, Monir

doi:10.1177/017084069401500306

Cited by 259 publications

(220 citation statements)

References 11 publications

Supporting

Mentioning

202

Contrasting

Unclassified

Order By: Relevance

“…Establishing such connections through third parties helped to gain the trust of people in the organizations in sub-Saharan Africa (Acquaah, 2007). These strategies have been found to be very effective for gathering research evidence in developing countries, particularly in Africa and South Asia (Tayeb, 1994).…”

Section: Research Design and Methodologymentioning

confidence: 99%

Toward a construct of liability of origin

Amankwah‐Amoah¹,

Debrah²

2016

Ind Corp Change

View full text Add to dashboard Cite

In this paper, we advance a novel concept of liability of origin to explicate the mechanisms through which location can be become either a liability or an advantage. Our analysis sheds light on how firms' ability to compete and gain legitimacy can be derailed or enhanced by their geographical location. We illustrate our theoretical analysis using multiple cases in the airline industry in Africa. Four distinct phases that explicate how liability of origin manifests in firms' legitimacy quest are indicated. Our work highlights how actions and inactions of rival firms can make the geographical origin of a firm "geographicalness" to shift from being a strategic asset to become a liability. We outline a number of implications for practice and fruitful avenues for future research.

show abstract

Section: Research Design and Methodologymentioning

confidence: 99%

Toward a construct of liability of origin

Amankwah‐Amoah¹,

Debrah²

2016

Ind Corp Change

View full text Add to dashboard Cite

show abstract

“…The Dilemma theory contends that what is needed is an approach where the two opposing views can fuse or blend. That is, the "strength of one extreme is extended by considering and accommodating the other" (Trompenaars and Hampden-Turner, 1997, p.196 (Lewis, 2002, Tayeb, 1994, Bryman, 1988 advocated the use of a combination of approaches in studying culture. Slack (1996) also argued for a similar approach to better comprehend the reality of sport organisations and their management.…”

Section: Data Collection and Analysismentioning

confidence: 99%

“…Earlier studies in the field warned about cultural problems in international qualitative research concerning researchers" acceptability, respondents" willingness to cooperate, inherent meaning in answers given and matters of language/translation (Zimmerman and Szenberg, 2000, Bell, 1999, Tayeb, 1994. To address these issues, after a consultation with one of the authors of Dilemma Theory, the original questionnaire was modified in a "sport manager-friendly" language and where appropriate relevant sport scenarios substituted for business situations.…”

Section: Data Collection and Analysismentioning

confidence: 99%

Cultural Orientations of Sport Managers

Girginov

Papadimitriou

D'Amico³

2006

European Sport Management Quarterly

View full text Add to dashboard Cite

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

show abstract

“…The power reactors themselves are treated in this analysis as simply an (important) element in the overall nuclear power system, a defining, but not determining artifact in scoping the boundaries of commercial nuclear technology. Figure 7.3 is yet another heuristic, based largely on the research of others (Fujita, et al" 1992;Hofstede, 1979;Hofstede, 1991;Lammers and Hickson, 1979;Louis, 1983;Maurice, et al" 1980;Tayeb, 1988). It attempts to array the technical culture of several different countries along the grid-group dimensions proposed by Douglas.…”

Section: Nuclear Technology and Social Culturementioning

confidence: 99%

Proceedings of the 2. MIT international conference on the next generation of nuclear power technology. Final report

1993

View full text Add to dashboard Cite

Organizations and National Culture: Methodology Considered

Cited by 259 publications

References 11 publications

Toward a construct of liability of origin

Toward a construct of liability of origin

Cultural Orientations of Sport Managers

Proceedings of the 2. MIT international conference on the next generation of nuclear power technology. Final report

Contact Info

Product

Resources

About