Access the full text.
Sign up today, get DeepDyve free for 14 days.
Loading next page...
/lp/emerald-publishing/flying-against-the-wind-culture-and-management-development-in-south-brkYKEHAF1
References (11)
-
C. Kerr (1983)
The Future of Industrial Societies: Convergence or Continuing Diversity? -
G. Hofstede, M. Bond (1988)
The Confucius connection: From cultural roots to economic growthOrganizational Dynamics, 16
-
R. Clement (1988)
Management Development in the 1980s: A Field in TransitionJournal of Management Development, 7
-
P. Blunt, D. Richards, James Wilson (1989)
The ‘hidden‐hand’ of public administration in newly‐emerging states: A theoretical and empirical analysisJournal of International Development, 1
-
G. Hofstede (1987)
The Applicability of McGregor's Theories in South East AsiaJournal of Management Development, 6
-
A. Laurent (1983)
The Cultural Diversity of Western Conceptions of ManagementInternational Studies of Management and Organization, 13
-
M. Flinn, T. Smout, P. Thane, A. Sutcliffe (1977)
Essays in Social History.The Economic History Review, 30
-
Merrick Jones (1988)
MANAGERIAL THINKING: AN AFRICAN PERSPECTIVEJournal of Management Studies, 25
-
P. Blunt (1988)
Cultural Consequences for Organization Change in a Southeast Asian State: BruneiAcademy of Management Executive, 2
-
P. Bate (1984)
The Impact of Organizational Culture on Approaches to Organizational Problem-SolvingOrganization Studies, 5
-
S. Tang, P. Kirkbride (1986)
Developing Conflict Management Skills in Hong Kong: An Analysis of some Cross-Cultural ImplicationsManagement Learning, 17
- Publisher
- Emerald Publishing
- Copyright
- Copyright © Emerald Group Publishing Limited
- ISSN
- 0262-1711
- DOI
- 10.1108/02621719110005465
- Publisher site
- See Article on Publisher Site
Abstract
The relationship between culture and management development in theSouth East Asian state of Brunei is examined. The natures of culturaland organisational values in Brunei are found to be similar to those ofother countries in the region. Bruneis cultural orientations are shownto cause problems in the introduction of change, especially towards morecollaborative behaviour. Modifications to values and attitudes, throughtraining and development, and possibly also the redesign oforganisations, are seen as remedies.
Journal
Journal of Management Development – Emerald Publishing
Published: Jun 1, 1991