Abstract
This research study strongly supports a view that was already brought up in the introductory section of this text, namely that organisations at every level are profoundly influenced by the societies in which they operate.431 At the same time, the results of this study imply that managers can actively and consciously influence the way their organisations pass on societal forces to sub-units and individuals.
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References
Adler (2002), Trompenaars and Hampden-Turner (1997), Hofstede (2001), House et al. (2004).
See also Aycan (2002), p. 2.
Aycan (2002), p. 4 also points out “paternalism” as the prevalent leadership style in developing countries.
Beyer and Nino (1999), p. 296; see also Ostroff and Schmitt (1993), p. 1358 and Collier (1998), p. 637.
Jackson (2001), Cullen et al. (2004).
See for example Jackson (2004), Human (2005).
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© 2007 Deutscher Universitäts-Verlag | GWV Fachverlage GmbH, Wiesbaden
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(2007). Implications and Limitations. In: Teamwork for Innovation in Sub-Saharan Africa. DUV. https://doi.org/10.1007/978-3-8350-9588-5_8
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DOI: https://doi.org/10.1007/978-3-8350-9588-5_8
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