Abstract:
This thesis considers three main arguments.
-First,
that managersfrom
different cultural orientations tend to look at competitive, organizational
and leadership challenges differently due to their cultural orientation or
"mapping". Second, that even though it appears that, managers,, from
various cultures may have different cultural maps, it is-possible to find a
"muld cultural common ground" concerning the organizational capabilities
and leadership competencies perceived as critical for competitiveness in the
90's. And third, that a perceived challenge facing senior managers in the
90's is managing the tensions and processps of transformation and change
resulting from attempts to develop a shared meaning of the company's
vision, balanced by an operating culture that encourages substantial
differences in perspectives.
The introduction provides a rationale for the importance of the topic and
explores this researcher's interest in the subject. It also provides the
foundation for definitions and operating terms for a number of the words
or phrases that are used throughout the text.
,
The' review, of the literature examines both the general breadth of this
researcher's reading program that served as preparation for the study, as
well as a look at the works that served as important foundations for the
focal points of this research. It also explains how the literature influenced
the research methods. The thesis arguments provide the main questions that are examined in the
research and includes the backgrounds and premises for selecting these
arguments. The value and benefits of the research are also examined here.
The research methodologies chapter details in depth the processes used to
conduct the research, provides the linkages between the methods and the
literature and explores the use of analytical tools and frameworks in the
study of managerial perceptions.
The results chapter presents the main findings of the research and explains
how these findings support the thesis arguments. A subsequent discussion
of these results, their linkage to the literature and an explanation of their
meaning is discussed in the next chapter.
Finally, the main lessons of the research, the value of the methodologies,
the implications of the research for practicing managers and researchers
and suggestions for additional research are explored in the conclusions.
While the statistical procedures'are explained in great depth, many of the
actual data tables and detailed findings, as well as the questionnaire used
may be found in the appendices.
