Chapter 6: Germany

Warner, Malcolm; Campbell, Adrian

doi:10.1515/9783110878998.89

Cited by 20 publications

(5 citation statements)

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“…German managers are defined to be specialists (Lawrence, 1994; Warner and Campbell, 1993). In Germany, there is little belief in the added value of a generally orientated management education; hence, MBA degrees are relatively scarce.…”

Section: German Managersmentioning

confidence: 99%

“…In Germany, there is little belief in the added value of a generally orientated management education; hence, MBA degrees are relatively scarce. A technical background (which often starts with an apprenticeship) is more typical for German managers (Eberwein and Tholen, 1993; Warner and Campbell, 1993). Compared with Great Britain and France, there are few people at the management level in German companies without formal qualification (Maurice et al ., 1980): foremen, supervisors, and managers all have professional degrees.…”

Section: German Managersmentioning

confidence: 99%

“…Compared with Great Britain and France, there are few people at the management level in German companies without formal qualification (Maurice et al ., 1980): foremen, supervisors, and managers all have professional degrees. Quite often, they have been through an apprenticeship as their basic vocational training (Eberwein and Tholen, 1993; Stewart et al ., 1994; Warner and Campbell, 1993). Professional criteria (i.e.…”

Section: German Managersmentioning

confidence: 99%

“…Professional criteria (i.e. quality of technical skill and amount of experience) are the most important promotion considerations in German firms (Maurice et al ., 1980; Warner and Campbell, 1993). German managers are thus chosen for their positions on the basis of their expert knowledge (see also Barsoux, 1992).…”

Section: German Managersmentioning

confidence: 99%

“…Because of the highly technical background of the average German manager, management in Germany is less divorced from production than in Anglo‐Saxon countries (Warner and Campbell, 1993). Stewart et al (1994) also found that German middle managers considered their technical expertise the most important basis of their authority.…”

Section: German Managersmentioning

confidence: 99%

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Leadership preferences of German and English managers

Schneider

Littrell²

2003

Journal of Management Development

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The Ohio State leader behaviour description questionnaire XII (LBDQ XII) was used to assess the leadership preference opinions of business managers in England and Germany. Significant differences were noted between the two national groups. The most dramatic difference was on the factor production emphasis, defined as “measuring to what degree the manager applies pressure for productive output”, with the English sample indicating a preference for a leader to demonstrate a significantly higher level of production emphasis than the German sample. Large, significant differences were also observed for demand reconciliation, persuasiveness, tolerance of uncertainty, initiation of structure, predictive accuracy, and superior orientation. For English leaders, the followers seem to prefer a more interventionist approach. For German leaders, the imposition of Ordnung (order) is critical.

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Section: German Managersmentioning

confidence: 99%

Section: German Managersmentioning

confidence: 99%

Section: German Managersmentioning

confidence: 99%

Section: German Managersmentioning

confidence: 99%

Section: German Managersmentioning

confidence: 99%

See 3 more Smart Citations

Leadership preferences of German and English managers

Schneider

Littrell²

2003

Journal of Management Development

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A business systems perspective on international acquisitions: the case of a Danish company with British and German owners Part 2

Gertsen

Søderberg

1999

Strat. Change

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Country‐of‐origin, localization, or dominance effect? An empirical investigation of HRM practices in foreign subsidiaries

Pudelko¹,

Harzing²

2007

Human Resource Management

303

295

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This article contributes to two recurring and very central debates in the international management literature: the convergence vs. divergence debate and the standardization vs. localization debate. Using a large‐scale sample of multinationals headquartered in the United States, Japan, and Germany, as well as subsidiaries of multinationals from these three countries in the two other respective countries, we test the extent to which HRM practices in subsidiaries are characterized by country‐of‐origin, localization, and dominance effects. Our results show that overall the dominance effect is most important (i.e., subsidiary practices appear to converge to the dominant U.S. practices). Hence, our results lead to the rather surprising conclusion for what might be considered to be the most localized of functions—HRM—that convergence to a worldwide best practices model is clearly present. The lack of country‐of‐origin effects for Japanese and German multinationals leads us to a conclusion that is of significant theoretical as well as practical relevance. Multinationals might limit the export of country‐of‐origin practices to their core competences and converge to best practices in other areas. © 2007 Wiley Periodicals, Inc.

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Chapter 6: Germany

Cited by 20 publications

References 0 publications

Leadership preferences of German and English managers

Leadership preferences of German and English managers

A business systems perspective on international acquisitions: the case of a Danish company with British and German owners Part 2

Country‐of‐origin, localization, or dominance effect? An empirical investigation of HRM practices in foreign subsidiaries

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