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1、THECULTURALRELATIVITYOFORGANIZATIONALPRACTICESANDTHEORIESGEERTHOFSTEDE*InstituteforResearchonInterculturalCooperation(IRIC)Abstract.Thispapersummarizestheauthor'srecentlypublishedfindingsaboutdifferencesinpeople'swork-relatedvaluesamong50countries.Inviewofthesedifferences,e
2、thnocen-tricmanagementtheories(thosebasedonthevaluesystemofoneparticularcountry)havebecomeuntenable.Thisconceptisillustratedforthefieldsofleadership,organization,andmotivation.*AkeyissuefororganizationscienceistheinfluenceofnationalculturesonINTRODUCTIONmanagement.Twentyore
3、ven10yearsago,theexistenceofarelationshipbe-Managementandtweenmanagementandnationalcultureswasfarfromobvioustomany,anditNationalCulturesmaynotbeobvioustoeveryoneevennow.Inthe1950sand60s,thedominantbe-lief,atleastinEuropeandtheU.S.,wasthatmanagementwassomethinguniver-sal.The
4、rewereprinciplesofsoundmanagement,whichexistedregardlessofna-tionalenvironments.Ifnationalorlocalpracticedeviatedfromtheseprinciples,itwastimetochangelocalpractice.Inthefuture,theuniversalityofsoundmanage-mentpracticeswouldleadtosocietiesbecomingmoreandmorealike.Thisap-plie
5、deventothepoorcountriesoftheThirdWorld,whichwouldbecomerichaswellandwouldbemanagedjustliketherichcountries.Also,thedifferencesbe-tweenmanagementintheFirstandSecondWorld(capitalistandsocialist)woulddisappear;infact,underthesurfacetheywerethoughttobealotsmallerthanwasofficial
6、lyrecognized.Thiswayofthinking,whichdominatedthe1950sand60s,isknownasthe"convergencehypothesis."Duringthe1970s,thebeliefintheunavoidableconvergenceofmanagementprac-ticeswaned.Itwastooobviouslyinconflictwiththerealitywesawaroundus.Atthesametimesupranationalorganizationsliket
7、heEuropeanCommonMarket,whichwerefoundedverymuchontheconvergencebelief,hadtorecognizethestubbornnessofnationaldifferences.Evenwithinexistingnations,regionaldif-ferencesbecamemoreratherthanlessaccentuated.TheWelsh,theFlemish,theBasques,theBangladeshi,theQuebecoisdefendedtheir
8、ownidentity,andthiswasdifficulttoreconcilewithamanagementphilosophyofconvergence.I
