Will Western Managerial Methods Work in Transitional Societies?

Dickenson, Ron; Campbell, David; Azarov, Vladimir N.

doi:10.1080/10758216.2000.11655885

Cited by 6 publications

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“…Czech, Hungarian, and Polish examples give credence to this view (Hewer, 1997;Savitt, 1997;Johnson et al, 1995). All of this must be considered in the larger context of whether post-communist management can be improved by replacing them with Western managerial approaches (Dickenson et al, 2000). Clearly, there is more to learn.…”

Section: About the Futurementioning

confidence: 99%

Understanding marketing development in the Czech Republic

Savitt

2001

European Journal of Marketing

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The development of market oriented strategies and marketing programs in the Czech Republic has been hampered by a lack of understanding by managers of what these concepts mean. A study of``old state enterprises'' clearly suggests that until dramatic changes are made in transforming organizations, it will be some time before these firms will develop appropriate marketing practices. One of the most critical roadblocks to change is the current managerial cadre. Their experiences under the socialist system form the way they approach marketing. Even those at the top level of organizations have a limited understanding about marketing. Given their age and position, we should not expect to see dramatic changes in the near future. Also, the slow movement toward economic transformation and the general turbulence in the Czech economy thwart movement toward marketing practices.

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Section: About the Futurementioning

confidence: 99%

Understanding marketing development in the Czech Republic

Savitt

2001

European Journal of Marketing

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“…Some researchers (for example, Pan, 1994) have found that Western multinationals face more difficult challenges in China than their Japanese, Offshore Chinese rivals because of their less distinctive roots in China and apparently different cultural background. Fundamental differences between business practices in Mainland China and the West, which go far beyond the explicit hurdles of languages and legal differences, pose significant difficulties for Western businesses when deciding upon the most appropriate approaches to managing the local force and adapting to its host business system (Dickenson, Campbell and Azarov, 2000). As a result, Western investors experienced more difficulties in developing value from local expertise in this strategic market (Luo, 2001).…”

Section: Introductionmentioning

confidence: 99%

Bridging the distance: Managing cross-border knowledge holders

Scullion

2006

Asia Pacific J Manage

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This article examines the micro-level operational difficulties for multinational corporations (MNCs) to generate value from its highly geographically dispersed cross-border knowledge and studies the strategies for overcoming them. Using China as the research context, we identify key geographical, institutional and cultural features of cross-border knowledge holders and examine the dimensions of distance that separates them. We then link these dimensions to the conditions that facilitate cross-border knowledge building processes. In doing so, we propose a conceptual model for overcoming these context-specific knowledge management barriers. Copyright Springer Science + Business Media, Inc. 2006Cross-border knowledge management, Knowledge holders, Management barriers, China,

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Motivating Russian workers: analysis of age and gender differences

Linz

2004

The Journal of Socio-Economics

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What motivates Russians to work? This paper utilizes survey data collected in May/June 2000 from 1200 employees in three regions of Russia to analyze the gender and generational differences in factors influencing motivation to work. Five main results emerge. First, Russians are not significantly different from their counterparts in the United States in terms of what is important to them at their place of work. Organizational commitment, however, emerges as only weakly positive among Russian workers; among managers the signal is much stronger. Second, there is little confusion on the part of managers regarding what is important to their workers. Managers' only mistake was to think workers valued their praise. Third, Russian workers have very low expectations of receiving any reward which they desire. This result, similar to results generated by American workers in the mid-1980s, is especially strong among the women and the older generation of workers participating in this survey. Fourth, gender differences involve the relative importance of particular motivators rather than differences in the ranking of motivators from most important to least important. That is, the Russian women participating in this project tended to express stronger feelings toward each of the motivators than the men, but the women did not rank order the motivators any differently than the men. Fifth, in many instances, generational differences disappeared when work experience was held constant. Age was only significant when expectation of receiving a particular reward was involved.

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Will Western Managerial Methods Work in Transitional Societies?

Cited by 6 publications

References 0 publications

Understanding marketing development in the Czech Republic

Understanding marketing development in the Czech Republic

Bridging the distance: Managing cross-border knowledge holders

Motivating Russian workers: analysis of age and gender differences

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