A Comparison of Native Culture, Non-Native Culture and New Management Ideology

Lindsay Redpath, Marianne O Nielsen

Research output: Contribution to journalArticle

48 Citations (Scopus)

Abstract

Based on a case study of a Native-operated criminal justice organization, this article uses Hofstede's five dimensions of national cultural differences to examine the connections between cultural values and management practices. It concludes that Hofstede's dimensions can provide insights into the differences between Native and non-Native cultures and how Native organizations may draw on traditional cultural values to improve organizational effectiveness. In general, Native cultures are described as collectivist, egalitarian, adaptive, and tolerant. The argument is made that the cultural context in which Native organizations operate is in many ways more compatible with the new management ideology than is the society in which this ideology prevails.

Original languageEnglish (US)
Pages (from-to)327-339
Number of pages13
JournalCanadian Journal of Administrative Sciences
Volume14
Issue number3
StatePublished - 1997

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ideology
management
cultural difference
Values
justice
organization
Ideology
Hofstede
Cultural values
Society
Management practices
Cultural context
Cultural differences
Organizational effectiveness
Justice

ASJC Scopus subject areas

  • Business and International Management
  • Management of Technology and Innovation
  • Marketing

Cite this

A Comparison of Native Culture, Non-Native Culture and New Management Ideology. / Redpath, Lindsay; Nielsen, Marianne O.

In: Canadian Journal of Administrative Sciences, Vol. 14, No. 3, 1997, p. 327-339.

Research output: Contribution to journalArticle

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