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Cultural values, sources of guidance, and their relevance to managerial behavior: a 47-nation study
journal contributionposted on 2002-03-01, 00:00 authored by P B Smith, M F Peterson, S H Schwartz, A H Ahmad, D Akande, J A Andersen, S Ayestaran, S Bochner, V Callan, C Davila, B Ekelund, P H François, G Graversen, C Harb, J Jesuino, A Kantas, L Karamushka, P Koopman, K Leung, P Kruzela, S Malvezzi, A Mogaji, S Mortazavi, J Munene, Kenneth Parry, B J Punnett, M Radford, A Ropo, J Saiz, G Savage, B Setiadi, R Sorenson, E Szabo, P Teparakul, A Tirmizi, S Tsvetanova, C Viedge, C Wall, V Yanchuk
Data are presented showing how middle managers in 47 countries report handling eight specific work events. The data are used to test the ability of cultural value dimensions derived from the work of Hofstede, Trompenaars, and Schwartz to predict the specific sources of guidance on which managers rely. Focusing on sources of guidance is expected to provide a more precise basis than do generalized measures of values for understanding the behaviors that prevail within different cultures. Values are strongly predictive of reliance on those sources of guidance that are relevant to vertical relationships within organizations. However, values are less successful in predicting reliance on peers and on more tacit sources of guidance. Explaining national differences in these neglected aspects of organizational processes will require greater sensitivity to the culture-specific contexts within which they occur.