The influence of culture on managerial behaviour

Abstract

Using an open interview technique, information about the challenges facing Australian and Vietnamese managers working in joint ventures was gathered from ten Australian and 26 Vietnamese respondents. Our analysis suggests that salient differences exist along several dimensions: collectivism/individualism, the nature of relationships and attitude to work; use of public and private space and attitude towards causality. A model of management development is presented to deal with the challenge of inter‐cultural management development.

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