Arabic cluster: a bridge between East and West

Kabasakal, Hayat; Bodur, Muzaffer

doi:10.1016/s1090-9516(01)00073-6

Cited by 284 publications

(256 citation statements)

References 11 publications

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“…Based on prior research, we identify eight cultural clusters (Ashkanasy et al 2002, Gupta et al 2002, Jesuino 2002, Kabasakal and Bodur 2002, Szabo et al 2002, Ronen and Shenkar 1985. Table 6 describes the cultural clusters and the logic for their classifications.…”

Section: Differences In Time-to-takeoff Across Cultural Clustersmentioning

confidence: 99%

Global Takeoff of New Products: Culture, Wealth, or Vanishing Differences?

2008

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T he authors study the takeoff of 16 new products across 31 countries (430 categories) to analyze how and why takeoff varies across products and countries. They test the effect of 12 hypothesized drivers of takeoff using a parametric hazard model. The authors find that the average time to takeoff varies substantially between developed and developing countries, between work and fun products, across cultural clusters, and over calendar time. Products take off fastest in Japan and Norway, followed by other Nordic countries, the United States, and some countries of Midwestern Europe. Takeoff is driven by culture and wealth plus product class, product vintage, and prior takeoff. Most importantly, time to takeoff is shortening over time and takeoff is converging across countries. The authors discuss the implications of these findings.

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Section: Differences In Time-to-takeoff Across Cultural Clustersmentioning

confidence: 99%

Global Takeoff of New Products: Culture, Wealth, or Vanishing Differences?

2008

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“…Many of the empirical researches that have been conducted in the Arab region confi rm Hofstede's fi ndings. For instance, Kabasakal and Bodur (2002) argue that Arab countries are similar in social culture. They tend to be strongly group oriented, hierarchical, masculine and low on future orientation.…”

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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“…This was carried out by the -Tanzimat‖ reform movements, which proposed radical changes in the society [31], [32]. The Ottoman Turks obviously failed to transform their administrative structures towards capitalism, which would have enabled entrepreneurship to prosper [33].…”

Section: Institutional Development In Turkeymentioning

confidence: 99%

“…During the 1930s the newly founded Republic pursued westernisation policies based on the principles of modernisation, secularism and nationalism [32]. Import substitution policies were pursued until the 1980s, which were a common aspect of the socialist economies of the era.…”

Section: Institutional Development In Turkeymentioning

confidence: 99%