Culture, Self-Identity, and WorkOxford University Press, 12 août 1993 - 280 pages A great deal of research has recently been completed on behavior and the organization of work, most of which has viewed it from an ethnocentric perspective. In this work, Erez and Earley show how this is insufficient to develop a global theory of work behavior--it necessitates the inclusion of a cultural perspective. Solidly grounding their work in the fields of psychology, management, and anthropology, the authors propose a new theoretical framework utilizing individual's self-concept as a means of linking cultural beliefs and social interaction to emergent work behavior. The book includes specific recommendations for structuring work environments and managerial processes to match cultural practices and enhance productivity in the workplace, making it an essential reference for scholars, students, and professionals. |
Table des matières
| 3 | |
2 Cultural SelfRepresentation Theory | 18 |
3 Cultural Frameworks | 38 |
4 Individualism and Collectivism | 74 |
5 Work Motivation | 97 |
6 Culture Self and Communication | 119 |
7 Group Dynamics | 144 |
8 Leadership | 172 |
9 Negotiation and Bargaining | 196 |
10 Summary and Conclusions | 217 |
| 235 | |
| 255 | |
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Expressions et termes fréquents
actions allocation American approach argue aspects attributes characteristics charismatic charismatic authority cognitive cognitive frames collective collectivistic cultures commitment communication concept concerning conflict consistent context cross-cultural cultural self-representation cultural values decision-making dimensions discussed Earley effective efficacy emphasis employees enhance environment Erez evaluated example factors focus follower's framework goals group members group membership Hofstede impact indi individual's individualism and collectivism individualistic cultures influence ingroup interac interpersonal interpret Israeli Japan Japanese job enrichment kibbutz Kluckhohn leader and follower leadership managerial practices managerial techniques metacognitive motivational techniques needs negotiation norms organization organizational behavior organizational culture orientation outcomes outgroup participation parties patterns performance perspective power distance psychology quality circles refers reflect relationship result role rules scripts self-concept self-efficacy self-enhancement self-motives situational social social loafing society structure style subjective culture task theory tion Triandis uncertainty avoidance understanding United variables versus viduals whereas
Références à ce livre
The Psychology of Culture Shock Colleen A. Ward,Stephen Bochner,Adrian Furnham Aucun aperçu disponible - 2001 |