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Delegating effectively across cultures

  • Sylvie Chevrier

    ()

    (IRG - Institut de Recherche en Gestion - Université Paris XII - Paris Est Créteil Val-de-Marne : EA2354 - Université Paris Est Marne-la-Vallée)

  • Michaël Viegas-Pires

    (LAREQUOI - Institut Supérieur de Management - Université de Versailles Saint-Quentin-en-Yvelines)

Registered author(s):

    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.

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    Paper provided by HAL in its series Post-Print with number hal-00724034.

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    Date of creation: 25 Jul 2012
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    Publication status: Published, Journal of World Business, 2012, worbus 593, 1, 9
    Handle: RePEc:hal:journl:hal-00724034
    Note: View the original document on HAL open archive server: http://hal-univ-mlv.archives-ouvertes.fr/hal-00724034
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    1. 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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