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Dutch decision as rooted in Dutch culture: An ethnologic study of the Dutch decision process

Author

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  • Jacqueline de Bony

    (LISE - Laboratoire Interdisciplinaire pour la Sociologie Economique - CNAM - Conservatoire National des Arts et Métiers [CNAM] - HESAM - HESAM Université - Communauté d'universités et d'établissements Hautes écoles Sorbonne Arts et métiers université - CNRS - Centre National de la Recherche Scientifique)

Abstract

Consensus is a mode of regulation well adapted to globalisation as it provides a means to reach agreements and manage diversity at the same time. However, is it a universal decision mode? This study explores the co-existence of individualism and collectivism in Dutch consensus. A descriptive and interpretive analysis of the Dutch decision process allows to disentangle the mechanism by which individual autonomy and cooperation articulate. This mechanism is assisted by a series of social devices that. are described and discussed as deeply rooted in Dutch society. Viewed from a French perspective, consensus reveals a number of obstacles and a totally different patterns of collective representations. Consequences for intercultural management are stressed.

Suggested Citation

  • Jacqueline de Bony, 2005. "Dutch decision as rooted in Dutch culture: An ethnologic study of the Dutch decision process," Post-Print halshs-00113147, HAL.
    • Handle: RePEc:hal:journl:halshs-00113147
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-00113147
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    References listed on IDEAS

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    1. Jacqueline de Bony, 2003. "Individual autonomy and socialization at Dutch elementary school: The relationship between the individual and the group," Post-Print halshs-00132050, HAL.
    2. Schoemaker, Paul J H, 1982. "The Expected Utility Model: Its Variants, Purposes, Evidence and Limitations," Journal of Economic Literature, American Economic Association, vol. 20(2), pages 529-563, June.
    3. Marjan Huisman, 2001. "Decision-Making in Meetings as Talk-in-Interaction," International Studies of Management & Organization, Taylor & Francis Journals, vol. 31(3), pages 69-90, September.
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