Organizational Science Abroad

Constraints and Perspectives

  • Chimezie A. B. Osigweh

Table of contents

  1. Front Matter
    Pages i-xxiii
  2. Introduction

    1. Front Matter
      Pages 1-1
    2. Nancy J. Adler, Robert Doktor
      Pages 27-54
  3. Insights and Perspectives from Europe

    1. Front Matter
      Pages 55-55
    2. Rolf E. Rogers, William Aussieker
      Pages 81-95
    3. Richard C. Hoffman, W. Harvey Hegarty
      Pages 97-115
  4. Insights and Perspectives from Asia

    1. Front Matter
      Pages 117-117
    2. Schon L. Beechler, Vladimir Pucik
      Pages 119-134
    3. Jeremiah J. Sullivan, Teruhiko Suzuki, Yasumasa Kondo
      Pages 135-160
    4. Rosalie L. Tung
      Pages 161-178
  5. Other Specific Insights and Perspectives

    1. Front Matter
      Pages 201-201
    2. Kim S. Cameron, Myung Un Kim, Sarah J. Freeman
      Pages 203-228
  6. Conclusion

    1. Front Matter
      Pages 267-267
    2. Uma Sekaran, Coral R. Snodgrass
      Pages 269-292
    3. Richard M. Steers
      Pages 293-304
  7. Back Matter
    Pages 305-340

About this book


Organizing consists of making other people work. We do this by manip­ ulating symbols: words, exhortations, memos, charts, signs of status. We expect these symbols to have the desired effects on the people con­ cerned. The success of our organizing activities depends on whether the others do attach to our symbols the meanings we expect them to. Whether or not they do so is a function of what I have sometimes called "the programs in their minds" -their learned ways of thinking, feeling, and reacting-in short, a function of their culture. The assumption that organizations could be culture-free is naive and myopic; it is based on a misunderstanding of the very act of organizing. Certainly, few people who have ever worked abroad will make this assumption. The dependence of organizations on their people's mental pro­ grams does not mean, of course, that we do not find many similarities across organizations. Some characteristics of human mental program­ ming are universal; others are shared by most people in a continent, a country, a region, an industry, a scientific discipline, or even a gender.


Nation Transnational environment gender management merger organization

Editors and affiliations

  • Chimezie A. B. Osigweh
    • 1
  1. 1.Department of Management, School of BusinessNorfolk State UniversityNorfolkUSA

Bibliographic information

Industry Sectors
Chemical Manufacturing
Finance, Business & Banking
IT & Software
Consumer Packaged Goods