以約略合理論探討國家文化對組織領導風格的影響

MUSTIR > College of Humanities, Social and Natural Sciences > Department of Sports Management > Research Projects in School > Item 987654321/451

Please use this identifier to cite or link to this item: http://120.105.36.38/ir/handle/987654321/451

Title:	以約略合理論探討國家文化對組織領導風格的影響
Authors:	江支璋
Contributors:	運管系
Keywords:	mentioned that、indicated
Date:	2009-09-30
Issue Date:	2010-08-24 10:07:33 (UTC+8)
Abstract:	As technologies continue to shrink the world, more and more products and services can be marketed globally. This implies that an important characteristic of culture will not limit the global research of companies that eager to expand their operations into international markets. The fact that there is a global market for a firm does not mean that they can access the market in different countries identically. Cultural sensitivity to differences spells the difference between global success and failure (Keegan, 2002). Therefore, companies make crucial decisions, such as those associated with global operations, which decisions are influenced not only by tangible factors, but also by less obvious, but no less important factors such as national cultural values (Bearden, et al., 2006). Specially, today’s multinational managers face an environment that is drastically different from the environment that multinational managers faced in the past. To understand the many national cultures in which the company operates, managers need to be able to compare their own cultures with those of other countries. It serves an important role as a basis for extensive research on cross-cultural management. This does not suggest, however, that these companies can ignore cultural factors. House et al. (1997) and substantial empirical evidences mentioned that leader attributes, behavior, status, and influence vary considerably as a result of culturally unique forces in the countries or regions in which the leaders functions. From a practical viewpoint, because the meaning of specific leadership actions and behaviors are influenced by the cultural context, we need more information to helps leaders practice everyday leadership (Smith, 1997). Global managers who want to work effectively across continents and cultures still require specific cultural information to lead successfully (House, et al., 2004). The knowledge of national culture values and associated leadership profiles can assist global managers enact effective management practices. Specially, today’s multinational managers face an environment that is drastically different from the environment that multinational managers faced in the past. To understand the many national cultures in which the company operates, managers need to be able to compare their own cultures with those of other countries. National culture remains a major focus in the international business literature. A research of the Social Science Citation Index reveals that, from 1987 to 2004, Hofstede’s Culture’s Consequences (1980, 2001) were cited nearly as frequently (2858 citations)( Bearden, 2006). The Rough Set Theory method is useful for exploring data patterns because of its ability to search through a multi-dimensional data space and determine the relative importance of each attributes with respect to its output. The major purpose of this study is to examine the relationship between national culture and organizational leadership by using Rough Set Theory method.
Appears in Collections:	[Department of Sports Management] Research Projects in School

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