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Context Tension: Cultural Influences on Leadership and Management Practice

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SoL Reflections - Vol 7 No 4
Context Tension: Cultural Influences on Leadership and Management Practice
By Nadine Mendelek Theimann, University of  Oxford; Kurt April, University of Cape Town and Ashridge; and Eddie Blass, University of Hertfordshire and Ashridge

"Context Tension: Cultural Influences on Leadership and Management Practice” points out that the  realities of globalization tend to result in western-based businesses imposing their values and management  practices on those in the developing world. the authors – Nadine Mendelek Theimann, University of  Oxford; Kurt April, University of Cape Town and Ashridge; and Eddie Blass, University of Hertfordshire and Ashridge – focus on the African context and note that the strength of African culture makes such homogenization both ineffective and impractical. at the same time, the necessity of cross-regional business relationships, as well as a history of colonialism, mean a rejection of western practices is equally unworkable. The authors propose the possibility of hybrid management systems honoring both traditions rather than trying to co-opt or improve either. they offer a well-researched comparison of regional management values and practices that the casual reader is likely to find a useful window on the challenges and opportunities of globalization. we hope researchers continue to offer questions and evidence around culture context and its relevance to organizational learning.
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