Abstract
Unreflected behaviour might be a common approach in daily life, but may be very dangerous in management when cultural issues are concerned: It is the corporate success that depends on the cultural fit to corporate strategies and structures (Adler, 1986; Doz/Prahalad, 1984; Taylor/Blake, 1991; Ghoshal/Nohria, 1993; Earley/Erez, 1997). In this sense, the contingency theory approach (Pugh/Hickson, 1976) has been extended to cultural aspects through the culture-bound-thesis which is mainly based on the research of Schein (1980; 1985), Deal/Kennedy (1982), or Scholz/Hofbauer (1990). It argues that different cultures — both corporate and national — each exhibit distinct and relatively persistent, widely shared patterns of thoughts, values, and basic assumptions. Accordingly, organisations in different countries face different cultural contingencies and may adopt different models of formal structure, organisation, and behaviour.
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© 2002 Betriebswirtschaftlicher Verlag Dr. Th. Gabler GmbH, Wiesbaden
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Scholz, C., Stein, V. (2002). “Competitive Acceptance” in Cross-Cultural Interaction. In: Scholz, C., Zentes, J. (eds) Strategic Management. Gabler Verlag. https://doi.org/10.1007/978-3-322-84457-6_15
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DOI: https://doi.org/10.1007/978-3-322-84457-6_15
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