The Role of Culture in Development Management: Case Studies of a Public and a Private Sector Organization in Papua New Guinea

Kepui, Tim P.; Chamala, S.; Shadur, Mark A.

doi:10.1002/(sici)1099-1719(199612)4:3<111::aid-sd47>3.0.co;2-4

Cited by 5 publications

(2 citation statements)

References 18 publications

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“…In particular, national culture dimensions are assessed for their relationship with corporate practices and performance regarding environmental innovation, environmental management, fair labor behavior and social involvement. While such a linkage was examined in the literature using country‐level environmental indicators (Husted, 2005; Luken and Hesp, 2007; Park et al , 2007; Vachon and Mao, 2008), anecdotal evidence (Katz et al , 2001) and case study (Kepui et al , 1996), this paper uses data collected from corporate managers and reported in the Global Competitiveness Report 2004–2005 (Porter et al , 2004) to assess the degree of sustainability associated with corporation management practices. Furthermore, despite the fact that the unit of analysis is the country, this study differs because it includes social indicators in addition to environmental indicators.…”

Section: Introductionmentioning

confidence: 99%

International operations and sustainable development: Should national culture matter?

Vachon

2010

Sustainable Development

112

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As manufacturers around the world have seen an increasing number of opportunities to produce abroad and to source from low cost regions, they also have had to address growing pressure from non-governmental organizations, consumer groups and even the population in general regarding sustainable development. This paper examines the conjuncture of these two trends by assessing the linkage between national culture and corporate sustainable development practices in 55 countries. The results suggest that two of Hofstede's national culture dimensions are linked to a higher degree of sustainable practices by corporations. In particular, a nation's high degree of individualism and uncertainty avoidance were both related to green corporatism, environmental innovation, fair labor practices and corporate social involvement. The results provide managers with another tool in making decisions about offshoring, global sourcing and international production expansion. Copyright (C) 2009 John Wiley & Sons, Ltd and ERP Environment.sustainable development , national culture , global sourcing , international operations ,

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Section: Introductionmentioning

confidence: 99%

International operations and sustainable development: Should national culture matter?

Vachon

2010

Sustainable Development

112

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“…As a result, incumbent administrators lacked experience and qualifications to undertake specific roles effectively within the public sector institutions. Training of local staff failed to achieve the expected improvements in public sector management, with poor public sector performance attributed to lack of regard for sociocultural milieu within public sector operations (Kepui et al, 1996). In particular, strong traditional systems gave preference to tribal alliance over national allegiance, including distribution of public goods and services (Walton, 2016).…”

Section: Introductionmentioning

confidence: 99%

Examining bribery in Papua New Guinea's public sector: forms and accountability implications

Tiki

Luke

Mack

2020

JPBAFM

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PurposeThe purpose of this study is to examine bribery and its accountability implications within Papua New Guinea's (PNG's) public sector.Design/methodology/approachSemi-structured interviews were conducted with 11 senior public servants from three central government departments. Perceptions, forms and accountability dimensions compromised through bribery were analysed through an actor network theory (ANT) lens to understand the actors contributing to bribery and how it might be addressed.FindingsForms (and variations) of bribery included “promises” by clients, pre-commitments by public servants and expectations/obligations imposed by public servants. Multiple and interdependent actors (including compromised accountability perceptions) are identified.Practical implicationsFindings provide important insights for public servants and policy-makers within and beyond PNG's government departments, highlighting the associated implications for individuals, the public sector and the country more broadly.Originality/valueThe incorporation and analysis of accountability dimensions through an ANT lens provides new perspectives on bribery. Further, the significance and extent of compromised accountability dimensions within the network suggests a broken accountability system.

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Organizational Culture and Adaptability in Public Sector Organizations: Bibliometric Analysis and Literature Review

Al-Azkiya,

Sudarmo,

Ansoriyah

2024

E3S Web Conf.

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The VUCA era is a manifestation of Volatility, Uncertainty, Complexity, and Ambiguity, which every organization, including public sector organizations, is currently facing. The COVID-19 pandemic is a real manifestation of the VUCA condition. Organizational culture plays an important role in dealing with the emergence of VUCA because a strong culture allows organizations to adapt effectively to change. This study seeks to explore the development of organizational culture and adaptability in public sector organizations. The research method used in this study is a mixed method using bibliometric analysis (quantitative) and literature review (qualitative). The findings of this study reveal that organizational culture is an interesting research topic because research that raises this topic has more than 18,000 documents in the scope of social sciences indexed in the Scopus database on June 2020. Research trends that raise organizational culture also continue to change over time, where research that discusses the issue of adaptability in public sector organizations still needs to be carried out. These studies highlight three aspects, namely organizational culture and its relationship to performance, organizational adaptability, and employee adaptability in the public sector.

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The Role of Culture in Development Management: Case Studies of a Public and a Private Sector Organization in Papua New Guinea

Cited by 5 publications

References 18 publications

International operations and sustainable development: Should national culture matter?

International operations and sustainable development: Should national culture matter?

Examining bribery in Papua New Guinea's public sector: forms and accountability implications

Organizational Culture and Adaptability in Public Sector Organizations: Bibliometric Analysis and Literature Review

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