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The gas pedal and the brake … toward a global balance of diverging cultural determinants in managerial mindsets
Author(s) -
Beer Lawrence A.
Publication year - 2003
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/tie.10076
Subject(s) - interim , internationalization , hofstede's cultural dimensions theory , value (mathematics) , balance (ability) , economics , sociology , marketing , public relations , accounting , business , political science , psychology , social science , law , neuroscience , machine learning , computer science , microeconomics
Is the American culturally driven inclination for short‐term results and constant change coupled with afocus on the individual as opposed to the group influencing the way transnational corporate business isconducted? Such an issue is raised via an introduction to cultural determinants as theorized by theunderlying research of Hofstede, Tromprenaars, and Hampden‐Turrner regarding time orientation as well asthe contrasting of American and foreign value systems in respect to change acceptance as driven by the culturallylimiting national mind set of the company manager. Using global, publicly traded companies and the pressure onthem for quarterly performance attainment as fueled by the Street, financial analysts, the effect of the Americanculturally driven need to continually show financial progress at abbreviated intervals or provide for somepronounced judicious changes in the interim may have begun to spiral out to managerial decision making around theworld. Such phenomenon may begin to upset the historic balance that the polar culturally based applications oftime, change, and decision making provided the historic global commercial environment. Such proposed effect couldalso influence traditional worldwide economic and social development. This concept is raised but not empiricallyanswered, and is offered to stimulate further evaluation and research into the potential conflict in internationaldecision making when opposite mindsets collide. © 2003 Wiley Periodicals, Inc.