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CULTURAL ADAPTATIONS AND DIFFUSION FOR MANAGERIAL STRATEGIES AND RESPONSES IN HONG KONG
Author(s) -
Kao Henry S.R.,
NG Sek Hong,
Chan Yee Kwan
Publication year - 1990
Publication title -
international journal of psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.75
H-Index - 62
eISSN - 1464-066X
pISSN - 0020-7594
DOI - 10.1080/00207599008247919
Subject(s) - indigenous , harmony (color) , nexus (standard) , adaptation (eye) , sociology , organizational culture , constructive , work (physics) , public relations , environmental ethics , political science , psychology , process (computing) , art , ecology , philosophy , operating system , mechanical engineering , neuroscience , computer science , engineering , visual arts , biology , embedded system
This paper addresses the issue of cultural adaptations and diffusion for managerial strategies in host societies to which work enterprises are not indigenous in terms of their capital and management or either. With illustrations drawn from a series of case‐studies of work organisations in Hong Kong managed respectively by Chinese, British and Japanese capital, there was an appearance of support for the thesis of ‘cultural’ determinism and its implications for strategical adaptations in work organisations. The implication was drawn that the Oriental nexus of altruism, trust and subtlety could be rooted in the more laudible and perhaps global influence of Confucianism. Some subsequent issues are raised. First, the problem of cultural adaptation is not specific to multinationals or foreign firms visiting from outside but also applies where the management and their ethic background are not indigenous. The other issue is the extent of cultural adaptation within work organisations, as determined by the degree of affinity with a common mother culture. The paper suggests that a common denominating mother culture can serve a strategical starting point to bring about intra‐organisational and organisation‐society link and harmony.