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Research note: Implications of differing perceptions in emerging European management styles
Author(s) -
Tixier Maud
Publication year - 2000
Publication title -
thunderbird international business review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.553
H-Index - 37
eISSN - 1520-6874
pISSN - 1096-4762
DOI - 10.1002/1520-6874(200005/06)42:3<311::aid-tie3>3.0.co;2-i
Subject(s) - aside , perception , management styles , politics , emerging markets , profit (economics) , human resource management , business , marketing , economics , political science , public relations , psychology , management , art , literature , finance , neuroscience , law , microeconomics
Discrepancies between Eastern and Western perceptions remain the first challenge Western managers are faced with when seeking to invest in Eastern Europe. Brushing aside local cultures and erasing differences might foster misunderstandings and prevent genuine economic cooperation. Factors such as exaggerated centralization, insufficient motivation towards profit, unsuitable internal organization, risk aversion, unrecognized Human Resource Management (HRM), and lack of conflict management are at the root of the differences in Eastern and Western perceptions. In emerging European markets, management as a whole is influenced widely by foreign styles, but imposed models are rejected and a specific managerial culture blending local features is developing. Through this development, which will remain country specific, emerging Eastern values will shape the political, social, industrial, and cultural environment underlying economic institutions. © 2000 John Wiley & Sons, Inc.