The cultural boundedness of theory and practice in HRD?

Abstract

Argues that cultural influences may not only affect a professional’s implicit concept of what constitutes effective practice, but may also affect researchers’ explicit theories. Suggests that this means that many HRD practices, processes, procedures and language are specific to cultures. Explores some of the reasons underlying the increasing importance placed on cultural issues by multinational companies, touching on a number of theoretical and epistemological debates. Draws no firm conclusions but attempts to locate various positions and boundaries on the universalism‐relativism continuum.

Ethnocentrism and Intercultural Communication Effectiveness in Multinational Companies in Indonesia: A Study in Petrochina International

“…Their presence becomes catalyst for global economy today. Ohmae in McGuire et al [8] states: "towards the convergence end of the cultural spectrum, globalisation theory propounds that multinational companies are now the major vehicles for growth and that multinationals are now surpassing nation states in importance, wealth and power. "…”

“…McGuire et al [8] perceives cultural characteristics as seriously determining courses of multinational company strategy, including the culture of the company owner. McGuire et al [8] states: "while cultural characteristics shape managerial attitudes, beliefs and values, it is the nationality of subsidiary ownership that is a strong determinant of corporate strategy." McGuire et al [8] also divide the types of culture emerging inside multinational companies.…”

“…McGuire et al [8] states: "while cultural characteristics shape managerial attitudes, beliefs and values, it is the nationality of subsidiary ownership that is a strong determinant of corporate strategy." McGuire et al [8] also divide the types of culture emerging inside multinational companies. He says:…”

A Comparative Analysis of Training Method Convergence vs. Divergence in East Asia

“…Given the strong differential impact of culture on organizational behavior and management practices (McGuire et al, 2002;Adler, Doktor, & Redding, 1986), it may be possible to identify culturally-based employee differences among these different countries for which widely accepted "universal" training practices may not be completely appropriate. Particularly in China where continued FDI growth is projected, an awareness of the degree of transferability of widely-recognized traditional Western training principles underlying training design and delivery would be important for MNC decision makers as they plan for optimal local employee preparation, training, and utilization.…”

Cultural Orientations of Sport Managers

“…and that fundamental cultural values act as a strong determinant to managerial ideology and practice (McGuire et al, 2002, Mwaura et al, 1998). Morden"s (1999) extensive management review of models of national culture examined their relevance to the study and practice of management.…”