Why anthropocentric organization models don't succeed in Portugal? A cultural perspective using Hofstede's cultural dimensions
In Europe, anthropocentric organization models – an updated version of the sociotechnique approach – had their maximum expression in the Swedish model, which came to be known as “uddevalism” or “volvoism”. Several factors were presented as conditioners of this success , and some critical factors to the success of that organization models were pointed out for the special case of LIMS (Less Industrialized Member States), such as Portugal. Furthermore, there is some evidence that stress the lack of success of anthropocentric models in Portugal. However, in any case, it wasn’t paid much attention to the importance of culture as a booster of the introduction of new organization models. The purpose of this paper is to assess the viability of the general and exploratory hypothesis that national culture is an important factor to consider in the success of new organization models. Considering that the example which best expresses the anthropocentric approach came from Sweden, this assessment will be based on the confrontation of Portuguese and Swedish cultural characteristics using Hofstede’s cultural dimensions.
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- Geert Hofstede, 1983. "The Cultural Relativity of Organizational Practices and Theories," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 14(2), pages 75-89, June.
- Sandberg, Åke, 1995. "Enriching Production: Perspectives on Volvo's Uddevalla plant as an alternative to lean production," MPRA Paper 10785, University Library of Munich, Germany, revised 2007.
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