Organizational Behaviour and National Cultures

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Abstract
SUMMARY: A survey is presented of the degree to which organizational behaviour is found to vary between national cultures. The conceptual framework provided by Hofstede (1980) is used to interpret many of the differences reported. Aspects of organizational behaviour which are examined include classifications of managerial values by national culture, organizational structure, leadership behaviour, negotiation processes and human resource management policies. Some of the implications of the differences found for multicultural management, for career development and for training programmes are then explored. It is concluded that there is an increasing need to prepare managers for multicultural experience and to ensure that evaluations of selection, training and career planning are more firmly grounded than is apparent from the present literature.