A Research Framework Revisited: The Cultural Affect on Managerial and Organizational Theory and Curriculum Post-2007 Global Economic Crisis
With the global proliferation of the internet, social media, and the growth of the European Union to 27 nations, it appeared that a trend toward global cultural homogenization was underway. However, with the onset of the global economic crisis in 2007, it can be argued that this trend not only slowed down, but reversed back to the cultural identities established by Hofstede. A research model is built on previous research that proposed a model on qualitative research on the affect of culture on theories of management and business. The model asserts that a society’s culture affects everything including education and curriculum. This is particularly true of business/management/economics curriculum. The model assumes that any organization and any decision made in its context is an infoscape. The focus is on the conception that a person’s culture frames and shapes covertly and tacitly his or her understandings or mental models of the nature and functionality of an organization and how to manage it. The model presents, as a component, an understanding of Power Distance and Uncertainty Avoidance dimensions and four organizational views: the organization as Pyramid, Market, Machine, and Family. The model also proposes a relation of organizational type to organizational governance styles: Monarchical, Feudal, Federal, and Anarchical. Furthermore, the model also includes the relationship between organizational models and styles of managing organizations: Directive, Analytic, Conceptual, and Social. As a final component, the model is mapped to and integrated into a meta framework that taxonomizes the categories for culturally framed decision making.
|This chapter was published in: Frederick Kohun & Robert Joseph Skovira & Gary J. DeLorenzo & Vladimir Burcik , , pages 1237-1243, 2013.|
|This item is provided by ToKnowPress in its series Active Citizenship by Knowledge Management & Innovation: Proceedings of the Management, Knowledge and Learning International Conference 2013 with number 1237-1243.|
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