Abstract
In countries where the management is not dominated by the established orthodoxy of European and North American theories, principles and practices, it is possible to use alternative concepts with less ponderous resistance. Most of the researchers who follow the established orthodoxy either: (a) take it for granted that the corporate cultures are preconditioned by or reflect their country cultures, and therefore they begin their research with a study of country cultures, and then proceed to interpret corporate cultures in terms of country cultures; or (b) infer the country cultures from an aggregate of corporate cultures. In both cases they intentionally or unintentionally stereotype corporate cultures as well as country cultures. A corollary to this homogenistic reasoning is : (c) to assume that all individuals are saturated with the country culture, and therefore if a firm wants to deviate from the country culture, it must force the employees to change, and this change must be made from top-down.
Recommended Citation
Maruyama, Magoroh and Maruyama, Kuniko
(2006)
"Management Dynamics for De-Stereotyping the Corporate Culture: An Alternative to European and North American Concepts,"
Management Dynamics: Vol. 6:
No.
1, Article 1: 5-31
DOI: https://doi.org/10.57198/2583-4932.1213
Available at:
https://managementdynamics.researchcommons.org/journal/vol6/iss1/1
