Delegating effectively across cultures
This 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.
|Date of creation:||Jul 2013|
|Publication status:||Published in Journal of World Business, Elsevier, 2013, 48 (1), pp.431-439. <10.1016/j.jwb.2012.07.026>|
|Note:||View the original document on HAL open archive server: https://hal-upec-upem.archives-ouvertes.fr/hal-00724034|
|Contact details of provider:|| Web page: https://hal.archives-ouvertes.fr/|
References listed on IDEAS
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;Academy of International Business, vol. 35(1), pages 46-60, January.
When requesting a correction, please mention this item's handle: RePEc:hal:journl:hal-00724034. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (CCSD)
If references are entirely missing, you can add them using this form.