Culturally-Based Framing Factors that Influence Technology Assessment

  • Tomasz Szapiro
Chapter
Part of the Wissenschaftsethik und Technikfolgenbeurteilung book series (ETHICSSCI, volume 22)

Abstract

Cultural differences in our era of globalization seem to be an unavoidable background of social processes. According to Britannica culture is behavior peculiar to Homo sapiens, together with material objects used as an integral part of this behavior. Thus,culture includes language, ideas, beliefs, customs,codes, institutions, tools,techniques, works of art, rituals, and ceremonies,among other elements. In this analysis culture is defined in a more narrow sense to describe behaviors related with technology assessment with an implicit focus on compromising societal projects17.

Keywords

Assure Stake Peru Colombia Venezuela 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Adler N (1991) International Dimensions of Organizational Behavior. PWS-Kent PublishingGoogle Scholar
  2. Bazerman M (1991) Judgment in Managerial Decision Making. John Wiley & Sons, New YorkGoogle Scholar
  3. Berleman WC, Steinburn TWW (1967) The Execution and Evaluation of a Delinquency Prevention Program. Social Problems, vol. 1, no 4Google Scholar
  4. Deal TE, Kennedy AA (1983) Culture: A New Look Through Old Lenses. Journal of Applied Behavioral ScienceGoogle Scholar
  5. Decker M, Grunwald A (2001) “Rational Technology Assessment”. In: M. Decker (ed) Interdisciplinarity in Technology Assessment. Springer, BerlinGoogle Scholar
  6. Earley PC, Northcraft GB, Lee C, Lituchy TR (1990) Impact of Process and Outcome Feedback on the Relation of Goal Setting to Task Performance. Academy of Management Journal, MarchGoogle Scholar
  7. Edwards W, Newman JR (1982) Multiattribute Evaluation. Sage Publications, Beverly HillsGoogle Scholar
  8. Fischoff B, Slovic P, Lichtenstein S (1991) “Knowing What You Want Measuring Labile Values”. In: Bell DE, Raiffa H, Tversky A (eds) “Decision Making. Descriptive, Normative and Prescriptive Interactions”. Cambridge University PressGoogle Scholar
  9. Gist M, Locke EA, Taylor MS (1987) Organizational Behavior: Group Structure, Process and Effectiveness. Journal of Management, SummerGoogle Scholar
  10. Gramlich EM (1981) Benefit-Cost Analysis of Governmental Programs, Englewood Cliffs, N.J., Prentice HallGoogle Scholar
  11. Grey RI, Thone TJF (1990) Differences Between North American and European Corporate Cultures. Canadian Business Review, AutumnGoogle Scholar
  12. Hofstede GB, Neuijen B, Ohayv DD, Sanders G (1989) Measuring Organizational Cultures Qualitative and Quantitative Study Across Twenty Cases. Administrative Science Quarterly, June Janis IL, Mann L ( 1977 ) Decision Making: A Psychological Analysis of Conflict, Choice and Commitment. Free Press, N.Y.Google Scholar
  13. Keeney RL, Raiffa H (1976) Decisions with Multiple Objectives: Preferences and Value Tradeoffs. John Wiley & Sons, New YorkGoogle Scholar
  14. Kluckhohn C (1954) Culture and Behavior. Free Press, N.Y.Google Scholar
  15. Kluckhohn C, Strodtbeck F (1961) Variations in Value Orientations. Greenwood Press, Westport Knotts R (1989) “Cross-Cultural Management: Transformations and Adaptations”. Business Horizons, January—FebruaryGoogle Scholar
  16. Liakopoulos M (2001) “The Politics of Technology Assessment”. In: M. Decker (ed) Interdisciplinarity in Technology Assessment. Springer, BerlinGoogle Scholar
  17. March JG (1988) Decisions and Organizations. BlackwellGoogle Scholar
  18. Meek VL (1988) Organizational Culture: Origins and Weaknesses. Organization Studies, vol. 9, no 4Google Scholar
  19. Phatak A (1995) International Dimensions of Management, Thompson Custom Publishing Schein EH ( 1990 ) Organizational Culture. American PsychologistGoogle Scholar
  20. Sherrill S (1984) Toward a Coherent View of Evaluation. Evaluation Review, vol. 8, no 4 Simon H ( 1976 ) Administrative Behavior. Free PressGoogle Scholar
  21. Tversky A, Kahneman D (1991) “Rational Choice and the Framing of Decisions”. In: Bell DE, Raiffa H, Tversky A (eds) Decision Making. Descriptive, Normative and Prescriptive Interactions. Cambridge University PressGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2004

Authors and Affiliations

  • Tomasz Szapiro

There are no affiliations available

Personalised recommendations