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Delegating effectively across cultures

Author

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  • Sylvie Chevrier

    () (IRG - Institut de Recherche en Gestion - UPEM - Université Paris-Est Marne-la-Vallée - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12)

  • Michaël Viegas-Pires

    (LAREQUOI - Laboratoire de recherche en Management - UVSQ - Université de Versailles Saint-Quentin-en-Yvelines)

Abstract

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.

Suggested Citation

  • Sylvie Chevrier & Michaël Viegas-Pires, 2013. "Delegating effectively across cultures," Post-Print hal-00724034, HAL.
  • Handle: RePEc:hal:journl:hal-00724034
    DOI: 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
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    File URL: https://hal-upec-upem.archives-ouvertes.fr/hal-00724034/document
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    References listed on IDEAS

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    1. 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.
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    Keywords

    Madagascar; NGO; cross-cultural leadership; empowerment; delegation; leadership interculturel; ONG;

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