Implications and Limitations
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.
KeywordsEthical Climate Power Distance Organisational Climate Innovative Performance Innovation Team
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- 431.Adler (2002), Trompenaars and Hampden-Turner (1997), Hofstede (2001), House et al. (2004).Google Scholar
- 432.See also Aycan (2002), p. 2.Google Scholar
- 433.Aycan (2002), p. 4 also points out “paternalism” as the prevalent leadership style in developing countries.Google Scholar
- 435.Beyer and Nino (1999), p. 296; see also Ostroff and Schmitt (1993), p. 1358 and Collier (1998), p. 637.Google Scholar
- 436.Jackson (2001), Cullen et al. (2004).Google Scholar
- 437.See for example Jackson (2004), Human (2005).Google Scholar