The impact of national culture on organizational change: A danish case study |
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| Authors: | Thomas C Head Herik Holt Larsen Peter Lorentz Nielsen Peter F Sorensen Jr |
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| Institution: | 1. Department of Management , DePaul University , 25 E. Jackson Blvd, Chicago, Illinois, 60604;2. Business School Copenhagen , Institute of Organization and Industrial Sociology Copenhagen , Denmark;3. Danish Ministry of Education Frederiksholms , kanal 21 Copenhagen K, 1220, Denmark;4. Management and Organizational , Behavior Illinois Benedictine College , 5700 College Rd Lisle, Illinois, 60532 |
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| Abstract: | Contrary to the path-breaking work of Hofstede, it has been argued that management techniques can be exported between countries if fine-tuned to accommodate the host country's cultural values. This paper presents a case study of how a change program was developed to be compatible with the Danish value systems. Comparisons are made to what might have happened if the same change program had been conducted in two countries with quite different cultures: the U.S.A. and Republic of China (Taiwan). Gert Hofstede(1) was one of the theoretical pioneers of international consulting. He collected data from 160,000 IBM employees representing 40 countries. Hofstede's analysis indicated that there are four values which can be used to categorize a country's culture: |
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