Cultural Consequences for Organization Change in A Southeast Asian State : Brunei  

Oleh:

Blunt, Peter

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: The Academy of Management Executive vol. 2 no. 3 (Aug. 1988), page 235-240.
Topik: Cultural; cultural consequence; organization change; southeast asian state
Fulltext: AA4_02-03_Peter Blunt.pdf (991.63KB)

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

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In spite of the eureka like cries of so many present day writers on management and organization, the idea that organizationally speaking, things get done differently in different cultures is not a new one. Ancient civilizations, like those of greece and rome, had more than a passing acquitance with such differencesm indeed they appear to have spent much of their time trying to iron them out. The pax romana was as much about the imposition of standard forms of organization as it was about anything else, the promise of peace and prosperity delivered via a uniform system of administration. Likewise in the modern world, the peripatetic organizational researcher will frequently come across the distinctive administrative foot prints of more recent colonial powers. From the sands of the sahara to the jungles of borneo, clearly discernible admidst the crumbling ruins of older civilizations are the vestiges of british, dutch, french, portuguese, and spanish colonial administrations.

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