Delegating effectively across cultures
AbstractThis article builds on the contingency approach of global leadership to examine empowerment in a cross-cultural context. Drawing upon an ethnographic research in a French NGO settled in Madagascar, it demonstrates that effective empowerment is not so much a matter of degree -more or less delegation- than a matter of manner. Understanding the cultural representations of role and structure formalization, skill development, collective work and decision-making appeared to be crucial to effective delegation in Madagascar. This suggests that managers should adapt the way they empower their teams to the conditions and forms of delegation prevailing in local cultures.
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Bibliographic InfoPaper provided by HAL in its series Post-Print with number hal-00724034.
Date of creation: 25 Jul 2012
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Publication status: Published, Journal of World Business, 2012, worbus 593, 1, 9
Note: View the original document on HAL open archive server: http://hal-univ-mlv.archives-ouvertes.fr/hal-00724034
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cross-cultural leadership; empowerment; delegation; Madagascar; NGO;
This paper has been announced in the following NEP Reports:
- NEP-ALL-2012-09-03 (All new papers)
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Michael K Hui & Kevin Au & Henry Fock, 2004. "Empowerment effects across cultures," Journal of International Business Studies, Palgrave Macmillan, vol. 35(1), pages 46-60, January.
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