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Cultures and Organizations: Software of the Mind

01 Jan 1991-
TL;DR: In this article, the differences in the way strategists and their followers think are discussed, and practical solutions for those in business to help solve conflict between different groups are proposed, with a focus on how to find common problems which demand cooperation for the solution of these problems.
Abstract: Despite calls for better co-operation between countries and different cultures, there is still confrontation between people, groups and nations. But at the same time they are exposed to common problems which demand cooperation for the solution of these problems. This book helps to understand the differences in the way strategists and their followers think, offering practical solutions for those in business to help solve conflict between different groups.
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Journal ArticleDOI
TL;DR: In this paper, the plausibility of systematically causal national cultures is questioned, and the assumptions which underlie Hofstede's claim to have uncovered the secrets of entire national cultures are described and challenged.
Abstract: Geert Hofstede’s legendary national culture research is critiqued. Crucial assumptions which underlie his claim to have uncovered the secrets of entire national cultures are described and challenged. The plausibility of systematically causal national cultures is questioned.

2,389 citations


Cites background from "Cultures and Organizations: Softwar..."

  • ...However, Hofstede (1991) credits strong, often absolute, causality to national cultures (e.g. p. 170)....

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  • ...Uncertainty Avoidance: ‘intolerance for uncertainty and ambiguity’ (Hofstede, 1991: 113; Hofstede & Peterson, 2000: 401)....

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  • ...(Hofstede, 1991: 182; see also Hofstede et al., 1990: 312; Hofstede & Peterson, 2000: 405) Hofstede’s supposition of continuity – the notion that national and occupational cultures are permanent and completed consequences of early ‘socialization’ – has few supporters....

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  • ...Power Distance: ‘the extent to which the less powerful members of organizations and institutions (like the family) expect and accept that power is distributed unequally’ (Hofstede, 1991: 28; Hofstede & Peterson, 2000: 401)....

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  • ...Even if it is supposed that a national culture is somehow composed of separately identifiable independent dimensions’ (Hofstede, 1980a, 1991), why should we accept that Hofstede successfully identified even the ‘dominant’ dimensions?...

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Journal ArticleDOI
TL;DR: In this paper, the authors argue that to be truly transformational, leadership must be grounded in moral foundations, and the moral character of the leaders and their concerns for self and others.
Abstract: The morality of transformational leadership has been sharply questioned, particularly by libertarians, “grass roots” theorists, and organizational development consultants. This paper argues that to be truly transformational, leadership must be grounded in moral foundations. The four components of authentic transformational leadership (idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration) are contrasted with their counterfeits in dissembling pseudo -transformational leadership on the basis of (1) the moral character of the leaders and their concerns for self and others; (2) the ethical values embedded in the leaders' vision, articulation, and program, which followers can embrace or reject; and (3) the morality of the processes of social ethical choices and action in which the leaders and followers engage and collectively pursue. The literature on transformational leadership is linked to the long-standing literature on virtue and moral character, as exemplified by Socratic and Confucian typologies. It is related as well to the major themes of the modern Western ethical agenda: liberty, utility, and distributive justice Deception, sophistry, and pretense are examined alongside issues of transcendence, agency, trust, striving for congruence in values, cooperative action, power, persuasion, and corporate governance to establish the strategic and moral foundations of authentic transformational leadership.

2,243 citations

Journal ArticleDOI
TL;DR: Everyday role transitions involving home, work, and other places is focused on boundary-crossing activities, where one exits and enters roles by surmounting role boundaries, spanning high segmentation to high integration.
Abstract: We focus on everyday role transitions involving home, work, and other places. Transitions are boundary-crossing activities, where one exits and enters roles by surmounting role boundaries. Roles can be arrayed on a continuum, spanning high segmentation to high integration. Segmentation decreases role blurring but increases the magnitude of change, rendering boundary crossing more difficult; crossing often is facilitated by rites of passage. Integration decreases the magnitude of change but increases blurring, rendering boundary creation and maintenance more difficult; this challenge often is surmounted by boundary work.

1,934 citations

Journal ArticleDOI
TL;DR: In this article, the authors compare collocated and non-collocated synchronous group collaborations and comment on the promise of remote work tomorrow, focusing on sociotechnical conditions required for effective distance work and bring together the results with four key concepts: common ground, coupling of work, collaboration readiness, and collaboration technology readiness.
Abstract: Giant strides in information technology at the turn of the century may have unleashed unreachable goals. With the invention of groupware, people expect to communicate easily with each other and accomplish difficult work even though they are remotely located or rarely overlap in time. Major corporations launch global teams, expecting that technology will make "virtual collocation" possible. Federal research money encourages global science through the establishment of "collaboratories." We review over 10 years of field and laboratory investigations of collocated and noncollocated synchronous group collaborations. In particular, we compare collocated work with remote work as it is possible today and comment on the promise of remote work tomorrow. We focus on the sociotechnical conditions required for effective distance work and bring together the results with four key concepts: common ground, coupling of work, collaboration readiness, and collaboration technology readiness. Groups with high common ground and loosely coupled work, with readiness both for collaboration and collaboration technology, have a chance at succeeding with remote work. Deviations from each of these create strain on the relationships among teammates and require changes in the work or processes of collaboration to succeed. Often they do not succeed because distance still matters.

1,901 citations

Journal ArticleDOI
TL;DR: This article examined the implications of this development by first considering the differences between the literatures on organizational culture and organizational climate and then examining the many similarities between these two literatures, focusing on their definition of the phenomena, their epistemology and methodology, and their theoretical foundations.
Abstract: Recently, organizational culture researchers have applied quantitative survey methods and identified comparative “dimensions” of culture in a way that appears to contradict some of the original foundations of culture research within organizational studies. This new quantitative culture research also bears a strong resemblance to earlier research on organizational climate. This article examines the implications of this development by first considering the differences between the literatures on organizational culture and organizational climate and then examining the many similarities between these two literatures. The literatures are compared by focusing on their definition of the phenomena, their epistemology and methodology, and their theoretical foundations. The implications of the differing theoretical foundations and their underlying assumptions about the phenomenon are discussed at some length, as are some of the consequences of the continued separation of these two literatures. The final discussion f...

1,890 citations