A cross‐cultural comparison of organizational culture: evidence from universities in the Arab world and Japan

Dedoussis, Evangellos

doi:10.1108/13527600410797729

Cited by 55 publications

(39 citation statements)

References 29 publications

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“…Studies have shown that despite the heterogeneity of organisational cultures within one country, they themselves are affected by the national culture (Soeters and Schreuder, 1988;Hofstede et al, 1990in Parboteeah et al 2005. This was supported by Dedoussis (2004) who claimed that:…”

Section: Introductionmentioning

confidence: 76%

Culture and the Implementation Process of Strategic Decisions in Jordan

Shannak

Obeidat

2012

jmr

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This paper studies the nature of the implementation process of strategic decisions within three banks in Jordan. To gain a better view of the implementation process, a qualitative research was carried out. Interviews, observations, and documentation research were used in order to collect the primary data of this study. It is believed that culture might have an effect on the way strategic decisions are implemented in organizations. Having reviewed the extant literature, it was found that four factors may be used to explain the nature of this process 258 within the three banks. These factors are the use of an external company, the use of a simulation technique, the use of an incremental approach, and the use of a buffering time period. Finally, the analysis of the data revealed that culture is expected to play an important role in the implementation process and in the way this process is implemented within banks in Jordan.

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Section: Introductionmentioning

confidence: 76%

Culture and the Implementation Process of Strategic Decisions in Jordan

Shannak

Obeidat

2012

jmr

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“…However, adopting or simply understanding, a US-centered perspective of the world may present a challenge to foreign faculty with limited exposure to American culture. The challenge is even greater for third-country faculty as American universities abroad are not pure transplants of the US model but their operations are influenced by the host country's socio-cultural environment thus developing a complex and peculiar 'localized American' identity (Dedoussis, 2004) difficult for third-country faculty to understand and reconcile with their own perceptions of what an 'American' university ought to look like. As one German colleague, leaving AUB to join an American university in Germany, commented:…”

Section: Diversity In Academia: Options and Responsesmentioning

confidence: 97%

Issues of diversity in academia: through the eyes of ‘third-country’ faculty

Dedoussis

2006

High Educ

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Third-country faculty are faced with significant challenges interacting with university students who come from different socio-cultural backgrounds and have different expectations regarding faculty's role, behavior, and leadership style. This paper compares diversity practices and action options that can facilitate or hinder the integration of third-country faculty across five universities established in an equal number of countries. The proportion of third-country faculty in American universities abroad is also used to provide a measure of diversity. Notwithstanding recent trends pointing to the internationalization of higher education universities have yet to develop an appropriate institutional mentality along with supporting diversity policies that would help them gain global efficiencies by hiring qualified international faculty. This may have serious implications for organizational effectiveness with respect to resource acquisition and even the long-term survival of the organization.

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“…The result indicated that there is tendency toward participative and consultative styles in decision making. However, although consultative and participative styles are the most common decision-making styles in Arab culture, decisions are taken without subordinates and are not delegated down the hierarchy (see Dedoussis 2004). It has been argued (Tayeb 1997) that participation in decision making might be considered by subordinates as a management weakness in Arab culture and further, managers and subordinates in Arab societies tend to dislike teamwork.…”

Section: Arab Culture and The Workplacementioning

confidence: 99%

Organizational Change Strategies in the Arab Region: A Review of Critical Factors

Rees

Althakhri

2008

Journal of Business Economics and Management

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This conceptual paper explores the subject of organizational change in the Arab region with particular reference to cultural influences on organizational change initiatives in this region. The paper offers a review of a set of studies which focus on organizational change in Arab countries and proceeds to discuss change initiatives with reference to factors such as Islam and tribalism. A key issue that emerges from the paper is the paradox between Western approaches to change which emphasize collaborative and participative approaches to change management, and the more directive and hierarchical approaches to management associated with national cultures in the Arab region. Areas for future research are identified in the conclusion section.

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A cross‐cultural comparison of organizational culture: evidence from universities in the Arab world and Japan

Cited by 55 publications

References 29 publications

Culture and the Implementation Process of Strategic Decisions in Jordan

Culture and the Implementation Process of Strategic Decisions in Jordan

Issues of diversity in academia: through the eyes of ‘third-country’ faculty

Organizational Change Strategies in the Arab Region: A Review of Critical Factors

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