Dicksucker
The Cultural Relativity of Organizational Practices and Theories
Author(s): Geert Hofstede
Reviewed work(s):
Source: Journal of International Business Studies, Vol. 14, No. 2, Special Issue on CrossCultural Management (Autumn, 1983), pp. 75-89
Published by: Palgrave Macmillan Journals
Stable URL: http://www.jstor.org/stable/222593 .
Accessed: 18/02/2013 11:21
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Palgrave Macmillan Journals is collaborating with JSTOR to digitize, preserve and extend access to Journal of
International Business Studies.
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This content downloaded on Mon, 18 Feb 2013 11:21:26 AM
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THE CULTURALRELATIVITY F ORGANIZATIONAL
O
PRACTICESAND THEORIES
GEERT HOFSTEDE*
Institute for Research on Intercultural Cooperation (IRIC)
Abstract. This paper summarizes the author's recently published findings about differences in people's work-related values among 50 countries. In view of these differences, ethnocentric management theories (those based on the value system of one particular country) have become untenable. This concept is illustrated for the fields of leadership, organization, and motivation. * A key issue for organization science is the influence of national cultures on management. Twenty or even 10 years ago, the existence of a relationship between management and national cultures was far from obvious to many, and it may not be obvious to everyone even now. In the 1950s and 60s, the dominant
Author(s): Geert Hofstede
Reviewed work(s):
Source: Journal of International Business Studies, Vol. 14, No. 2, Special Issue on CrossCultural Management (Autumn, 1983), pp. 75-89
Published by: Palgrave Macmillan Journals
Stable URL: http://www.jstor.org/stable/222593 .
Accessed: 18/02/2013 11:21
Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp .
JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org.
.
Palgrave Macmillan Journals is collaborating with JSTOR to digitize, preserve and extend access to Journal of
International Business Studies.
http://www.jstor.org
This content downloaded on Mon, 18 Feb 2013 11:21:26 AM
All use subject to JSTOR Terms and Conditions
THE CULTURALRELATIVITY F ORGANIZATIONAL
O
PRACTICESAND THEORIES
GEERT HOFSTEDE*
Institute for Research on Intercultural Cooperation (IRIC)
Abstract. This paper summarizes the author's recently published findings about differences in people's work-related values among 50 countries. In view of these differences, ethnocentric management theories (those based on the value system of one particular country) have become untenable. This concept is illustrated for the fields of leadership, organization, and motivation. * A key issue for organization science is the influence of national cultures on management. Twenty or even 10 years ago, the existence of a relationship between management and national cultures was far from obvious to many, and it may not be obvious to everyone even now. In the 1950s and 60s, the dominant