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ORGANIZATIONS ALIKE: CONVERGENCE AND THE CULTURE FREE HYPOTHESIS

ORGANIZATIONS ALIKE: CONVERGENCE AND THE CULTURE FREE HYPOTHESIS. THE CULTURE FREE HYPOTHESIS. Regardless of national culture, organizational design depends to on the organizational context (size, technology). EX 1 ORGANIZATIONS ALIKE.

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ORGANIZATIONS ALIKE: CONVERGENCE AND THE CULTURE FREE HYPOTHESIS

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  1. ORGANIZATIONS ALIKE: CONVERGENCE AND THE CULTURE FREE HYPOTHESIS

  2. THE CULTURE FREE HYPOTHESIS • Regardless of national culture, organizational design depends to on the organizational context (size, technology)

  3. EX 1 ORGANIZATIONS ALIKE

  4. ORGANIZATIONS AS DIFFERENT: THE EFFECTS OF NATIONAL CULTURE AND SOCIAL INSTITUTIONS

  5. CONTROL MECHANISMS • Link the organization vertically • Five broad types of control: • personal • bureaucratic • decision making • cultural

  6. JAPANESE CONSENSUS BUREAUCRACY DESIGN • Vertical differentiation: little job specialization for individuals • Control mechanisms: favor cultural control over bureaucratic control • Decision making: consensual - see Ex 9.5

  7. THE JAPANESE KEIRETSU • Web of trading partners • Financial networks revolve around major banks- e.g. Mitsubishi. • Production networks revolve around user and supplier relationships

  8. INSTITUTIONAL FORCES SUPPORTING KEIRETSU: • Historic- zaibatsu • Close links between government and Japanese industry create coercive pressures

  9. THE KOREAN CHAEBOL • Family-dominated and multi-industry conglomerates • Dominate much of Korean business • Close relationships with banks for financing

  10. DISTINCT ORGANIZATIONAL FEATURES OF CHAEBOL • Extensive family control • Paternalistic leadership • Centralized planning - reports directly to the chairman • Close connections with the government

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