Managing the Inter‐organisational Context of Management Development in a Developing Country:

Schermerhorn, John R.; Bussom, Robert S.; Elsaid, Hussein H.; Wilson, Harold K.

doi:10.1108/eb053569

Cited by 3 publications

(1 citation statement)

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“…Reilly (1989) cites the influence of local politics as the root cause of problems with technical and professional training in many developing countries. Local politics, organizational rivalries, and the influence of nepotism on employee selection were described in Egypt (Schermerhom, 1985) as unresolved problems constraining the success of training for midlevel managers using current American training practices.…”

Section: Resultsmentioning

confidence: 99%

A review of cross‐cultural research on human resource development

Hansen

Brooks

1994

Human Resource Dev Quarterly

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Organizations increasingly operate within a global context. Likewise, human resource developers are challenged to examine the transferability of their dforts. Our analysisfocuses on emerging testimony that marks and sustains the cultural sensitivity of our work. Empirical study between 1982 and 1992 was reviewed. Furthermore, we acknowledge the systemic importance of our craft by selectively reporting research in management and organizational behavior that affects cross-national dgerences in the purpose and scope of HRD.Hansen, Brooks frame, which describes the theoretical motivation and focus questions used to organize our review of the findings; (2) findings from HRD-specific and related organizational research to identify implications for practice and confirm the systemic and culturally bound nature of our work; and ( 3 ) our discussion of emergent themes, methodologcal problems, and outstanding questions. Theoretical FrameThe theoretical principles associated with cultural and cognitive anthropology clearly motivated our interest in conducting this literature review. While work practices may be more a function of organizational affiliation, we reason that employees' beliefs about what constitutes effective work behavior are shaped by societal cultures. Likewise, we presume that beliefs influence variance in the perceived role and need for HRD interventions. The conceptual framework of systems thinking justified the importance of presenting relevant research findings from other disciplines.Culture and Meaning Making. All cultures operate from conceptual models by creating belief systems to filter expectations for appropriate and inappropriate behavior. Meaning malung is clearly reflected in the often unconscious rules that guide decision making, values, perceptions, expectations, situational evaluation, communication styles, and so forth. These conceptual systems influence how we interpret, or make sense out of, organizational realities.Many cognitive anthropologsts and cross-cultural psychologsts support the existence of a schema, or a kind of coding system by which meaning is derived (Bruner). Cognitive processes cause us to selectively remember, interpret, and pay attention to messages in terms of our existing attitudes and beliefs. In turn, t h s explanation implies that internal expectations can cause us to reinterpret stimuli that are considered culturally foreign.Cultural frames that affect business are multidimensional. Employees' beliefs are shaped by societal values, organizational affiliation, and occupational alliances. This view of business cultures represents an evolving appreciation of both the complexity of corporate life and the role of organizational subcultures. In fact, the most prevalent and perhaps most powerful subcultures are formed by the lund of work people do (Trice & Beyer, 1993). An exploratory study by Hansen and Kahnweiler (in press) suggests that HRD is an occupational subculture. Lke other subcultures, our beliefs are shaped through similar organizational experiences, training,...

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Section: Resultsmentioning

confidence: 99%