The Inverse Practice Principle in Multicultural Management  

Oleh:

Maruyama, Magoroh

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: The Academy of Management Executive vol. 2 no. 1 (Feb. 1988), page 67-68.
Topik: multicultural; inverse; pratice principle; multicultural management
Fulltext: AA4_02-01_Magoroh Maruyama.pdf (383.43KB)

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Perpustakaan Pusat (Semanggi) Nomor Panggil: AA4.1 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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By now it has become widely recognized that the japanese firms in southeast asia do not practice their celebrated participatory decision making, nor do many of the american firms practice their own laudable management principles in their overseas locations. Continental european firms, however whose home offices tend to be staffed multiculturally tend to have less of the differential aspect in asia. Earlier it was thought that the failure to use the home principles in foreign locations was dus to the fact that some closer examination shows that even the transferrable principles are not always put into practice. In fact, they may be with held on the assumption that they cannot be practiced, Thus one sees almost the reversal of these principles. It is proposed here that this widespread phenomenon is the result of an inverse practice principle. Although findings on the practice are accumultaing we do not yet have a good theory. This article attempts a new explanation and raises new questions.

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