The impact of national culture on organizational change: A danish case study
Authors:
- Peter F. SorensenPSPeter F. Sorensen
- 1 January 1993
- journal article
- research article
- Published by Taylor & Francis in International Journal of Public Administration
- Vol. 16 (11) , 1793-1814
Abstract
Contrary to the path-breaking work of Hofstede, it has been argued that management techniques can be exported between countries if fine-tuned to accommodate the host country's cultural values. This paper presents a case study of how a change program was developed to be compatible with the Danish value systems. Comparisons are made to what might have happened if the same change program had been conducted in two countries with quite different cultures: the U.S.A. and Republic of China (Taiwan). Gert Hofstede(1) was one of the theoretical pioneers of international consulting. He collected data from 160,000 IBM employees representing 40 countries. Hofstede's analysis indicated that there are four values which can be used to categorize a country's culture:Keywords
This publication has 2 references indexed in Scilit:
- Organization Development and National Culture: Where's the Fit?Academy of Management Review, 1986
- 1. American business values and cultural imperialismOrganizational Dynamics, 1981