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A contrarian view: Culture and participative management

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  • Jago, Arthur G.

Abstract

Managers from fourteen countries describe the level of subordinate participation they would employ in thirty decision-making situations. Culture differences exist in the level of autocratic/democratic behavior managers display. However, within-country (person) differences exceed between-county (culture) differences. Importantly, systematic within-person differences also exist and indicate that managers are more similar in their participative behavior than they are different. The over-attribution of behavior to cultural causes is discussed.

Suggested Citation

  • Jago, Arthur G., 2017. "A contrarian view: Culture and participative management," European Management Journal, Elsevier, vol. 35(5), pages 645-650.
    • Handle: RePEc:eee:eurman:v:35:y:2017:i:5:p:645-650
    DOI: 10.1016/j.emj.2016.10.001
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    References listed on IDEAS

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    1. Verlegh, Peeter W. J. & Steenkamp, Jan-Benedict E. M., 1999. "A review and meta-analysis of country-of-origin research," Journal of Economic Psychology, Elsevier, vol. 20(5), pages 521-546, October.
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    1. Švarc, Jadranka & Lažnjak, Jasminka & Dabić, Marina, 2019. "Regional innovation culture in innovation laggard: A case of Croatia," Technology in Society, Elsevier, vol. 58(C).

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