On looking at an elephant: An evaluation of cross-cultural research related to organizations.
About: This article is published in Psychological Bulletin.The article was published on 1970-11-01. It has received 248 citations till now. The article focuses on the topics: Organizational structure.
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TL;DR: The significance of the concept of culture for organizational analysis has been examined in this article, where a review demonstrates that the concept takes organization analysis in several different and promising directions, such as comparative management, corporate culture, organizational cognition, organizational symbolism, and unconscious processes and organization.
Abstract: Earlier versions of this paper were presented at the International Communication Association/Speech Communication Association Conference on Interpretive Approaches to Organizational Communication, Alta, Utah, July 1981, and the Eastern Academy of Management meetings, Baltimore, Maryland, May 1982. I would like to express special appreciation to Mike Pacanowsky and Linda Putnam for organizing the Interpretive Conference, which provided the impetus as well as encouragement for the development of these ideas. Thanks also to Gareth Morgan, Linda Pike, Lou Pondy, and Karl Weick for their various forms of inspiration. This paper examines the significance of the concept of culture for organizational analysis. The intersection of culturetheory and organization theory is evident in five current research themes: comparative management, corporate culture, organizational cognition, organizational symbolism, and unconscious processes and organization. Researchers pursue these themes for different purposes and their work is based on different assumptions about the nature of culture and organization. The task of evaluating the power and limitations of the concept of culture must be conducted within this assumptive context. This review demonstrates that the concept of culture takes organization analysis in several different and promising directions.
3,914 citations
Additional excerpts
...(e.g., Roberts, 1970; Bhagat and McQuaid, 1982)....
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TL;DR: The Human Side of Enterprise as mentioned in this paper is one of the most widely used management literature and has been widely used in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades.
Abstract: \"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.
3,373 citations
TL;DR: A review of the cross-cultural training literature is presented in this paper, and it is determined that cross-culture training in general is effective, and a theoretical framework based on social learning theory is proposed for understanding past research and for guiding future research.
Abstract: Increased internationalization in the economic, political, and social arenas has led to greater interpersonal cross-cultural contact. Because much of this contact has not been successful, cross-cultural training has been proposed by many scholars as a means of facilitating more effective interaction. A review of the cross-cultural training literature is presented, and it is determined that cross-cultural training in general is effective. The article also offers a theoretical framework based on social learning theory for understanding past research and for guiding future research; this is important because in this context variables seem to operate differently in international versus domestic areas.
1,273 citations
Cites background from "On looking at an elephant: An evalu..."
...If, as some scholars have argued (Adler, 1983; Beaty & Mendenhall, 1989; Kyi, 1988; Roberts, 1970; Roberts & Boyacigiller, 1984; Schollhammer, 1975), international management in general is in a preparadigmatic, pretheoretical stage of development, then it is not surprising that such subareas as cross-cultural training also lack theories and models....
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TL;DR: In this paper, various methods for attaining satisfactory cross-cultural measurement were reviewed and compared within this framework, and it was suggested that more than one strategy should be employed and combined for more meaningful and precise measurement.
Abstract: Notions of equivalence in cross-cultural measurement were related to the abstraction-concreteness and the universality-cultural difference continua. Various methods proposed for attaining satisfactory measurement were reviewed and compared within this framework. Each strategy has its own merits and shortcomings. Moreover, the level of cross-cultural equivalence presupposed, the type of equivalence demonstrated and/or improved, and the equivalence assumptions doubted or explicitly rejected are different for different strategies. It was suggested that the strategies are complementary to each other. More than one strategy should be employed and combined for more meaningful and precise measurement.
1,137 citations
References
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Book•
01 Jan 1957TL;DR: Cognitive dissonance theory links actions and attitudes as discussed by the authors, which holds that dissonance is experienced whenever one cognition that a person holds follows from the opposite of at least one other cognition that the person holds.
Abstract: Cognitive dissonance theory links actions and attitudes It holds that dissonance is experienced whenever one cognition that a person holds follows from the opposite of at least one other cognition that the person holds The magnitude of dissonance is directly proportional to the number of discrepant cognitions and inversely proportional to the number of consonant cognitions that a person has The relative weight of any discrepant or consonant element is a function of its Importance
22,553 citations
TL;DR: This transmutability of the validation matrix argues for the comparisons within the heteromethod block as the most generally relevant validation data, and illustrates the potential interchangeability of trait and method components.
Abstract: Content Memory (Learning Ability) As Comprehension 82 Vocabulary Cs .30 ( ) .23 .31 ( ) .31 .31 .35 ( ) .29 .48 .35 .38 ( ) .30 .40 .47 .58 .48 ( ) As judged against these latter values, comprehension (.48) and vocabulary (.47), but not memory (.31), show some specific validity. This transmutability of the validation matrix argues for the comparisons within the heteromethod block as the most generally relevant validation data, and illustrates the potential interchangeability of trait and method components. Some of the correlations in Chi's (1937) prodigious study of halo effect in ratings are appropriate to a multitrait-multimethod matrix in which each rater might be regarded as representing a different method. While the published report does not make these available in detail because it employs averaged values, it is apparent from a comparison of his Tables IV and VIII that the ratings generally failed to meet the requirement that ratings of the same trait by different raters should correlate higher than ratings of different traits by the same rater. Validity is shown to the extent that of the correlations in the heteromethod block, those in the validity diagonal are higher than the average heteromethod-heterotrait values. A conspicuously unsuccessful multitrait-multimethod matrix is provided by Campbell (1953, 1956) for rating of the leadership behavior of officers by themselves and by their subordinates. Only one of 11 variables (Recognition Behavior) met the requirement of providing a validity diagonal value higher than any of the heterotrait-heteromethod values, that validity being .29. For none of the variables were the validities higher than heterotrait-monomethod values. A study of attitudes toward authority and nonauthority figures by Burwen and Campbell (1957) contains a complex multitrait-multimethod matrix, one symmetrical excerpt from which is shown in Table 6. Method variance was strong for most of the procedures in this study. Where validity was found, it was primarily at the level of validity diagonal values higher than heterotrait-heteromethod values. As illustrated in Table 6, attitude toward father showed this kind of validity, as did attitude toward peers to a lesser degree. Attitude toward boss showed no validity. There was no evidence of a generalized attitude toward authority which would include father and boss, although such values as the VALIDATION BY THE MULTITRAIT-MULTIMETHOD MATRIX
15,795 citations
Book•
01 Jan 1963
TL;DR: A survey drawn from social science research which deals with correlational, ex post facto, true experimental, and quasi-experimental designs and makes methodological recommendations is presented in this article.
Abstract: A survey drawn from social-science research which deals with correlational, ex post facto, true experimental, and quasi-experimental designs and makes methodological recommendations. Bibliogs.
10,916 citations
Book•
01 Jan 1961
TL;DR: This paper argued that cultural customs and motivations, especially the motivation for achievement, are the major catalysts of economic growth and proposed a plan to accelerate economic growth in developing countries by encouraging and supplementing their achievement motives through mobilizing the greater achievement resources of developed countries.
Abstract: Examines the motivation for achievement as a psychological factor that shapes economic development. Refuting arguments based on race, climate, or population growth, the book instead argues for cultural customs and motivations - especially the motivation for achievement - as the major catalysts of economic growth. Considering the Protestant Reformation, the rise of capitalism, parents' influences on sons, and folklore and children's stories as shaping cultural motivations for achievement, the book hypothesizes that a high level of achievement motivation precedes economic growth. This is supported through qualitative analysis of the achievement motive, as well as of other psychological factors - including entrepreneurial behavior and characteristics, and available sources of achievement in past and present highly achieving societies. It is the achievement motive - and not merely the profit motive or the desire for material gain - that has advanced societies economically. Consequently, individuals are not merely products of their environment, as many social scientists have asserted, but also creators of the environment, as they manipulate it in various ways in the search for achievement. Finally, a plan is hypothesized to accelerate economic growth in developing countries, by encouraging and supplementing their achievement motives through mobilizing the greater achievement resources of developed countries. The conclusion is not just that motivations shape economic progress, but that current influences on future people's motivations and values will determine economic growth in the long run. Thus, it is most beneficial for a society to concentrate its resources on creating an environment conducive to entrepreneurship and a strong ideological base for achievement. (CJC)
6,685 citations
Posted Content•
TL;DR: This article argued that cultural customs and motivations, especially the motivation for achievement, are the major catalysts of economic growth and proposed a plan to accelerate economic growth in developing countries by encouraging and supplementing their achievement motives through mobilizing the greater achievement resources of developed countries.
Abstract: Examines the motivation for achievement as a psychological factor that shapes economic development. Refuting arguments based on race, climate, or population growth, the book instead argues for cultural customs and motivations - especially the motivation for achievement - as the major catalysts of economic growth. Considering the Protestant Reformation, the rise of capitalism, parents' influences on sons, and folklore and children's stories as shaping cultural motivations for achievement, the book hypothesizes that a high level of achievement motivation precedes economic growth. This is supported through qualitative analysis of the achievement motive, as well as of other psychological factors - including entrepreneurial behavior and characteristics, and available sources of achievement in past and present highly achieving societies. It is the achievement motive - and not merely the profit motive or the desire for material gain - that has advanced societies economically. Consequently, individuals are not merely products of their environment, as many social scientists have asserted, but also creators of the environment, as they manipulate it in various ways in the search for achievement. Finally, a plan is hypothesized to accelerate economic growth in developing countries, by encouraging and supplementing their achievement motives through mobilizing the greater achievement resources of developed countries. The conclusion is not just that motivations shape economic progress, but that current influences on future people's motivations and values will determine economic growth in the long run. Thus, it is most beneficial for a society to concentrate its resources on creating an environment conducive to entrepreneurship and a strong ideological base for achievement. (CJC)
6,613 citations