Participative management and culture: a qualitative and integrative study in five European countries
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| Format: | Thesis Book |
| Language: | English |
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Frankfurt am Main
Lang
2007
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| Online Access: | Inhaltsverzeichnis |
| Item Description: | Literaturverz. S. 295 - 319 |
| Physical Description: | XV, 336 Seiten graph. Darst. |
| ISBN: | 9783631556191 3631556195 0820487090 |
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MARC
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| adam_text | ERNA SZABO PARTICIPATIVE ANAGEMENT AND CULTURE A QUALITATIVE AND
INTEGRATIVE STUDY IN FIVE EUROPEAN COUNTRIES PETER LANG FRANKFURT AM
MAIN * BERLIN * BERN * BRUXELLES - NEW YORK * OXFORD * WIEN CONTENTS
TABLES XIII FIGURES XVII 1. INTRODUCTION 1 2. PARTICIPATION FROM A
CONCEPTUAL AND CROSS-CULTURAL PERSPECTIVE 7 2.1 PARTICIPATION FROM A
CONCEPTUAL PERSPECTIVE 7 2.1.1 DEFINITIONS AND DIMENSIONS OF
PARTICIPATION 7 2.1.2 THEORETICAL MODELS USED TO JUSTIFY PARTICIPATION
10 2.1.3 DETERMINANTS OF PARTICIPATION 11 2.1.4 OUTCOMES OF
PARTICIPATION 13 2.1.5 PARTICIPATION IN THE MANAGEMENT AND LEADERSHIP
LITERATURE 16 2.2 PARTICIPATION FROM A CROSS-CULTURAL PERSPECTIVE 21
2.2.1 DOES CULTURE MATTER? 21 2.2.2 STUDIES COMPARING PARTICIPATION
ACROSS CULTURES 21 2.2.3 STUDIES EXPLORING THE CULTURE-PARTICIPATION
LINK 26 2.2.3.1 THE RELEVANCE OF CULTURE DIMENSIONS 26 2.2.3.2 STUDIES
EMPLOYING CULTURE DIMENSIONS 29 2.2.3.3 STUDIES EMPLOYING
CULTURE-RELATED FACTORS 31 3. RESEARCH FOCUS 33 3.1 RESEARCH QUESTIONS
AND STUDY GOALS 33 3.2 ZOOMING IN ON FIVE COUNTRIES AND THREE
QUANTITATIVE STUDIES 39 3.2.1 SELECTING FIVE EUROPEAN COUNTRIES 39
3.2.1.1 SELECTION CRITERIA 39 3.2.1.2 CULTURAL CLUSTERS 41 3.2.1.3
INDUSTRIAL RELATIONS SYSTEMS 42 3.2.2 SELECTING THREE QUANTITATIVE
STUDIES 44 3.2.2.1 SELECTION CRITERIA 44 3.2.2.2 STUDIES OVERVIEW 44 4.
THE THREE QUANTITATIVE STUDIES 47 4.1 THE GLOBE STUDY 47 4.1.1
CONCEPTUAL MODEL 47 VIII CONTENTS I 4.1.1.1 IDEAL LEADER ATTRIBUTES AND
BEHAVIOURS 48 4.1.1.2 SOCIETAL CULTURE VALUES AND PRACTICES 49 4.1.2
METHOD AND DATA COLLECTION 51 4.1.3 COUNTRY RESULTS 52 4.1.3.1
LEADERSHIP DIMENSIONS 52 4.1.3.2 SOCIETAL CULTURE DIMENSIONS 55 4.2 THE
EVENT MANAGEMENT STUDY 59 4.2.1 CONCEPTUAL MODEL 59 4.2.2 METHOD AND
DATA COLLECTION 60 4.2.3 COUNTRY RESULTS 61 4.2.3.1 SOURCES OF GUIDANCE,
AN OVERVIEW 61 4.2.3.2 RELIANCE ON VERTICAL SOURCES AND RULES 61 4.3 THE
VROOM/YETTON STUDY 63 4.3.1 CONCEPTUAL MODEL 63 4.3.2 METHOD AND DATA
COLLECTION 66 4.3.3 COUNTRY RESULTS 68 4.3.3.1 MEAN LEVEL OF
PARTICIPATION 68 4.3.3.2 USE OF SPECIFIC DECISION STRATEGIES 69 4.3.3.3
QUALITY AND ACCEPTANCE REQUIREMENTS 70 4.3.3.4 PARTICIPATION IN SPECIFIC
SITUATIONS 72 4.4 AREAS OF CONSISTENCY AND CONTRADICTION 74 79 79 79 80
83 83 84 85 86 88 92 92 92 92 93 94 97 98 98 99 101 5. METHODOLOGICAL
CONSIDERATIONS 5.1 OVERVIEW AND RATIONALE 5.1.1 5.1.2 5.1.3 5.1.4 5.1.5
CHALLENGES CHOICE OF METHODOLOGY QUALITATIVE CORE STUDY 5.1.3.1
CHARACTERISTICS 5.1.3.2 GROUNDED THEORY APPROACH 5.1.3.3 QUALITATIVE
INTERVIEWS DEFINING THE STUDY UNIT AND THE TERM CULTURE LANGUAGE ISSUES
5.2 DATA COLLECTION 5.2.1 5.2.2 5.3 DATA, PROCEDURE AND INSTRUMENTS
5.2.1.1 OVERVIEW 5.2.1.2 ACCESS AND SAMPLING 5.2.1.3 INTERVIEW
PREPARATION 5.2.1.4 QUALITATIVE INTERVIEWS 5.2.1.5 PILOT TEST
INTERVIEWEES 5.2.2.1 DEMOGRAPHIC PROFILE 5.2.2.2 FIT WITH THE
QUANTITATIVE SAMPLES ANALYSIS CONTENTS IX 5.3.1 PRINCIPLES OF GROUNDED
THEORY 101 5.3.2 ADAPTATIONS FOR THE CURRENT STUDY 103 5.4 ASSESSING THE
QUALITY OF THE STUDY 110 5.4.1 QUALITY CRITERIA 110 5.4.2 ROLE OF THE
RESEARCHER 112 5.4.3 LIMITATIONS OF THE STUDY 113 6. WITHIN-COUNTRY
ANALYSIS: THE CZECH REPUBLIC 115 6.1 OVERVIEW 115 6.2 THE MEANING OF
PARTICIPATIVE MANAGEMENT IN CONTEXT 117 6.2.1 BASIC VALUES:
ADAPTABILITY, FLEXIBILITY, CREATIVITY AND DIPLOMACY 117 6.2.2 GUIDING
PRINCIPLES: ADJUSTMENT AND TAKING THINGS AS THEY COME 118 6.2.3 THE
MEANING OF PARTICIPATIVE MANAGEMENT 119 6.2.4 THE ROLE OF THE MANAGER
122 6.2.5 THE ROLE OF THE SUBORDINATES 124 6.2.6 THE ROLE OF SPECIALISTS
125 6.2.7 INDIVIDUAL DIFFERENCES AND COGNITIVE DISSONANCE 126 6.3 THE
ENACTMENT OF PARTICIPATIVE MANAGEMENT 127 6.3.1 PARTICIPATIVE VS.
AUTOCRATIC DECISION-MAKING 127 6.3.2 PARTICIPATIVE MANAGEMENT OUTCOMES
128 6.4 MAIN SITUATIONAL INFLUENCE FACTORS 129 6.4.1 DECISION TYPE 129
6.4.2 UNIT AND ORGANISATION TYPE 130 6.4.3 TIME-RELATED ISSUES 131 6.4.4
CONFLICT 131 6.5 MAIN SOCIETY-RELATED INFLUENCE FACTORS 133 6.5.1 POWER
DISTANCE 133 6.5.2 UNCERTAINTY AVOIDANCE 134 6.6 INTEGRATION 135 6.6.1
FIT WITH THE THREE QUANTITATIVE STUDIES 135 6.6.2 FIT WITH THE CZECH
SYSTEM OF INDUSTRIAL RELATIONS 139 6.6.3 FIT WITH THE EXISTING
LITERATURE 141 7. WITHIN-COUNTRY ANALYSIS: FINLAND 147 7.1 OVERVIEW 147
7.2 THE MEANING OF PARTICIPATIVE MANAGEMENT IN CONTEXT 149 7.2.1 BASIC
VALUE: AUTONOMY 149 7.2.2 BASIC VALUE: CONCERN FOR QUALITY 150 7.2.3
GUIDING PRINCIPLES: INDEPENDENCE AND INTEGRATION 150 7.2.4 THE MEANING
OF PARTICIPATIVE MANAGEMENT 151 7.2.5 THE ROLE OF THE MANAGER 152 X
CONTENTS 7.2.6 THE ROLE OF THE SUBORDINATES 154 7.2.7 COMMUNICATION
PATTERNS 154 7.3 THE ENACTMENT OF PARTICIPATIVE MANAGEMENT 155 7.3.1
PARTICIPATIVE VS. AUTOCRATIC DECISION-MAKING 155 7.3.2 PARTICIPATIVE
MANAGEMENT OUTCOMES 156 7.4 MAIN SITUATIONAL INFLUENCE FACTORS 157 7.4.1
DECISION TYPE 158 7.4.2 TIME-RELATED ISSUES 159 7.4.3 CONFLICT 159 7.5
MAIN SOCIETY-RELATED INFLUENCE FACTORS 160 7.5.1 POWER DISTANCE . 160
7.5.2 INDIVIDUALISM 161 7.5.3 UNCERTAINTY AVOIDANCE 161 7.6 INTEGRATION
162 7.6.1 FIT WITH THE THREE QUANTITATIVE STUDIES 162 7.6.2 FIT WITH THE
FINNISH SYSTEM OF INDUSTRIAL RELATIONS 165 7.6.3 FIT WITH THE EXISTING
LITERATURE 166 8. WITHIN-COUNTRY ANALYSIS: GERMANY 171 8.1 OVERVIEW 171
8.2 THE MEANING OF PARTICIPATIVE MANAGEMENT IN CONTEXT 173 8.2.1 BASIC
VALUE: EFFECTIVENESS 173 8.2.2 GUIDING PRINCIPLE: OPTIMISING WORK AND
MANAGEMENT 173 8.2.3 THE MEANING OF PARTICIPATIVE MANAGEMENT 175 8.2.4
THE ROLE OF THE MANAGER 177 8.2.5 THE ROLE OF THE SUBORDINATES 178 8.2.6
THE ROLE OF SPECIALISTS 179 8.3 THE ENACTMENT OF PARTICIPATIVE
MANAGEMENT 179 8.3.1 PARTICIPATIVE VS. AUTOCRATIC DECISION-MAKING 179
8.3.2 PARTICIPATIVE MANAGEMENT OUTCOMES 180 8.4 MAIN SITUATIONAL
INFLUENCE FACTORS 181 8.4.1 DECISION TYPE 181 8.4.2 TIME-RELATED ISSUES
182 8.4.3 CONFLICT 182 8.5 MAIN SOCIETY-RELATED INFLUENCE FACTORS 183
8.5.1 POWER DISTANCE 183 8.5.2 COLLECTIVISM 184 8.5.3 UNCERTAINTY
AVOIDANCE 185 8.6 INTEGRATION 186 8.6.1 FIT WITH THE THREE QUANTITATIVE
STUDIES 186 8.6.2 FIT WITH THE GERMAN SYSTEM OF INDUSTRIAL RELATIONS 190
8.6.3 FIT WITH THE EXISTING LITERATURE 192 CONTENTS XI 9. WITHIN-COUNTRY
ANALYSIS: POLAND 197 9.1 OVERVIEW 197 9.2 THE MEANING OF PARTICIPATIVE
MANAGEMENT IN CONTEXT 199 9.2.1 BASIC VALUE: ECONOMIC EFFICIENCY 199
9.2.2 GUIDING PRINCIPLES: ORGANISATIONAL SURVIVAL AND PROSPERITY 200
9.2.3 THE MEANING OF PARTICIPATIVE MANAGEMENT 200 9.2.4 THE ROLE OF THE
MANAGER 201 9.2.5 THE ROLE OF THE SUBORDINATES 203 9.3 THE ENACTMENT OF
PARTICIPATIVE MANAGEMENT 205 9.3.1 PARTICIPATIVE VS. AUTOCRATIC
DECISION-MAKING 205 9.3.2 PARTICIPATIVE MANAGEMENT OUTCOMES 206 9.4 MAIN
SITUATIONAL INFLUENCE FACTORS 206 9.4.1 DECISION TYPE 206 9.4.2
ORGANISATION TYPE 207 9.4.3 TIME-RELATED ISSUES 208 9.4.4 CONFLICT 209
9.5 MAIN SOCIETY-RELATED INFLUENCE FACTORS 209 9.5.1 POWER DISTANCE 210
9.5.2 UNCERTAINTY AVOIDANCE 210 9.6 INTEGRATION 211 9.6.1 FIT WITH THE
THREE QUANTITATIVE STUDIES 211 9.6.2 FIT WITH THE POLISH SYSTEM OF
INDUSTRIAL RELATIONS 215 9.6.3 FIT WITH THE EXISTING LITERATURE 217 10.
WITHIN-COUNTRY ANALYSIS: SWEDEN 225 10.1 OVERVIEW 225 10.2 THE MEANING
OF PARTICIPATIVE MANAGEMENT IN CONTEXT 227 10.2.1 BASIC VALUES: EQUALITY
AND FAIRNESS 227 10.2.2 GUIDING PRINCIPLE: SMOOTH INTERPERSONAL
RELATIONS 228 10.2.3 THE MEANING OF PARTICIPATIVE MANAGEMENT 228 10.2.4
THE ROLE OF THE MANAGER 229 10.2.5 THE ROLE OF SUBORDINATES AND OTHER
PARTICIPANTS 230 10.2.6 COMMUNICATION PATTERNS 231 10.3 THE ENACTMENT OF
PARTICIPATIVE MANAGEMENT 232 10.3.1 PARTICIPATIVE VS. AUTOCRATIC
DECISION-MAKING 232 10.3.2 PARTICIPATIVE MANAGEMENT OUTCOMES 234 10.4
MAIN SITUATIONAL INFLUENCE FACTORS 234 10.4.1 DECISION TYPE 235 10.4.2
TIME-RELATED ISSUES 236 10.4.3 CONFLICT 236 10.5 MAIN SOCIETY-RELATED
INFLUENCE FACTORS 238 10.5.1 POWER DISTANCE 239 XII CONTENTS 10.5.2
INDIVIDUALISM/COLLECTIVISM 239 10.5.3 UNCERTAINTY AVOIDANCE 240 10.6
INTEGRATION 241 10.6.1 FIT WITH THE THREE QUANTITATIVE STUDIES 241
10.6.2 FIT WITH THE SWEDISH SYSTEM OF INDUSTRIAL RELATIONS 245 10.6.3
FIT WITH THE EXISTING LITERATURE 247 11. INTER-COUNTRY ANALYSIS 251 11.1
INTRODUCTION AND COUNTRY SUMMARIES 251 11.2 THE MEANING OF PARTICIPATIVE
MANAGEMENT IN CONTEXT 257 11.2.1 BASIC VALUES AND GUIDING PRINCIPLES 257
11.2.2 THE MEANING OF PARTICIPATIVE MANAGEMENT 258 11.2.3 THE ROLE OF
THE MANAGER 262 11.2.4 THE ROLE OF SUBORDINATES AND OTHER PARTICIPANTS
263 11.3 THE ENACTMENT OF PARTICIPATIVE MANAGEMENT 264 11.3.1
PARTICIPATIVE VS. AUTOCRATIC DECISION-MAKING 265 11.3.2 PARTICIPATIVE
MANAGEMENT OUTCOMES 266 11.4 MAIN SITUATIONAL INFLUENCE FACTORS 268
11.4.1 DECISION TYPE 269 11.4.2 TIME-RELATED ISSUES 271 11.4.3 CONFLICT
272 11.4.4 OTHER SITUATIONAL FACTORS 275 11.5 MAIN SOCIETY-RELATED
INFLUENCE FACTORS 275 11.5.1 HISTORIC AND ECONOMIC FACTORS 276 11.5.2
POWER DISTANCE 276 11.5.3 INDIVIDUALISM/COLLECTIVISM 277 11.5.4
UNCERTAINTY AVOIDANCE 279 11.6 INTERACTION AMONG THE INFLUENCE FACTORS
281 11.7 CONVERGENCE VS. DIVERGENCE 282 12. FINAL THEORY BUILDING,
CONCLUSIONS AND OUTLOOK 285 12.1 RESEARCH QUESTIONS: CONCLUSION 285
12.1.1 OVERVIEW 285 12.1.2 PROPOSITIONS AND A CONTINGENCY MODEL OF
PARTICIPATION 286 12.2 STUDY GOALS: CONCLUSION 287 12.3 OUTLOOK 291
BIBLIOGRAPHY 295 APPENDIX A: CODE LISTS 321 APPENDIX B: KEY CONCEPTS OF
PARTICIPATION AND RELATED CONCEPTS 327
|
| adam_txt |
ERNA SZABO PARTICIPATIVE ANAGEMENT AND CULTURE A QUALITATIVE AND
INTEGRATIVE STUDY IN FIVE EUROPEAN COUNTRIES PETER LANG FRANKFURT AM
MAIN * BERLIN * BERN * BRUXELLES - NEW YORK * OXFORD * WIEN CONTENTS
TABLES XIII FIGURES XVII 1. INTRODUCTION 1 2. PARTICIPATION FROM A
CONCEPTUAL AND CROSS-CULTURAL PERSPECTIVE 7 2.1 PARTICIPATION FROM A
CONCEPTUAL PERSPECTIVE 7 2.1.1 DEFINITIONS AND DIMENSIONS OF
PARTICIPATION 7 2.1.2 THEORETICAL MODELS USED TO JUSTIFY PARTICIPATION
10 2.1.3 DETERMINANTS OF PARTICIPATION 11 2.1.4 OUTCOMES OF
PARTICIPATION 13 2.1.5 PARTICIPATION IN THE MANAGEMENT AND LEADERSHIP
LITERATURE 16 2.2 PARTICIPATION FROM A CROSS-CULTURAL PERSPECTIVE 21
2.2.1 DOES CULTURE MATTER? 21 2.2.2 STUDIES COMPARING PARTICIPATION
ACROSS CULTURES 21 2.2.3 STUDIES EXPLORING THE CULTURE-PARTICIPATION
LINK 26 2.2.3.1 THE RELEVANCE OF CULTURE DIMENSIONS 26 2.2.3.2 STUDIES
EMPLOYING CULTURE DIMENSIONS 29 2.2.3.3 STUDIES EMPLOYING
CULTURE-RELATED FACTORS 31 3. RESEARCH FOCUS 33 3.1 RESEARCH QUESTIONS
AND STUDY GOALS 33 3.2 ZOOMING IN ON FIVE COUNTRIES AND THREE
QUANTITATIVE STUDIES 39 3.2.1 SELECTING FIVE EUROPEAN COUNTRIES 39
3.2.1.1 SELECTION CRITERIA 39 3.2.1.2 CULTURAL CLUSTERS 41 3.2.1.3
INDUSTRIAL RELATIONS SYSTEMS 42 3.2.2 SELECTING THREE QUANTITATIVE
STUDIES 44 3.2.2.1 SELECTION CRITERIA 44 3.2.2.2 STUDIES OVERVIEW 44 4.
THE THREE QUANTITATIVE STUDIES 47 4.1 THE GLOBE STUDY 47 4.1.1
CONCEPTUAL MODEL 47 VIII CONTENTS I 4.1.1.1 IDEAL LEADER ATTRIBUTES AND
BEHAVIOURS 48 4.1.1.2 SOCIETAL CULTURE VALUES AND PRACTICES 49 4.1.2
METHOD AND DATA COLLECTION 51 4.1.3 COUNTRY RESULTS 52 4.1.3.1
LEADERSHIP DIMENSIONS 52 4.1.3.2 SOCIETAL CULTURE DIMENSIONS 55 4.2 THE
EVENT MANAGEMENT STUDY 59 4.2.1 CONCEPTUAL MODEL 59 4.2.2 METHOD AND
DATA COLLECTION 60 4.2.3 COUNTRY RESULTS 61 4.2.3.1 SOURCES OF GUIDANCE,
AN OVERVIEW 61 4.2.3.2 RELIANCE ON VERTICAL SOURCES AND RULES 61 4.3 THE
VROOM/YETTON STUDY 63 4.3.1 CONCEPTUAL MODEL 63 4.3.2 METHOD AND DATA
COLLECTION 66 4.3.3 COUNTRY RESULTS 68 4.3.3.1 MEAN LEVEL OF
PARTICIPATION 68 4.3.3.2 USE OF SPECIFIC DECISION STRATEGIES 69 4.3.3.3
QUALITY AND ACCEPTANCE REQUIREMENTS 70 4.3.3.4 PARTICIPATION IN SPECIFIC
SITUATIONS 72 4.4 AREAS OF CONSISTENCY AND CONTRADICTION 74 79 79 79 80
83 83 84 85 86 88 92 92 92 92 93 94 97 98 98 99 101 5. METHODOLOGICAL
CONSIDERATIONS 5.1 OVERVIEW AND RATIONALE 5.1.1 5.1.2 5.1.3 5.1.4 5.1.5
CHALLENGES CHOICE OF METHODOLOGY QUALITATIVE CORE STUDY 5.1.3.1
CHARACTERISTICS 5.1.3.2 GROUNDED THEORY APPROACH 5.1.3.3 QUALITATIVE
INTERVIEWS DEFINING THE STUDY UNIT AND THE TERM CULTURE LANGUAGE ISSUES
5.2 DATA COLLECTION 5.2.1 5.2.2 5.3 DATA, PROCEDURE AND INSTRUMENTS
5.2.1.1 OVERVIEW 5.2.1.2 ACCESS AND SAMPLING 5.2.1.3 INTERVIEW
PREPARATION 5.2.1.4 QUALITATIVE INTERVIEWS 5.2.1.5 PILOT TEST
INTERVIEWEES 5.2.2.1 DEMOGRAPHIC PROFILE 5.2.2.2 FIT WITH THE
QUANTITATIVE SAMPLES ANALYSIS CONTENTS IX 5.3.1 PRINCIPLES OF GROUNDED
THEORY 101 5.3.2 ADAPTATIONS FOR THE CURRENT STUDY 103 5.4 ASSESSING THE
QUALITY OF THE STUDY 110 5.4.1 QUALITY CRITERIA 110 5.4.2 ROLE OF THE
RESEARCHER 112 5.4.3 LIMITATIONS OF THE STUDY 113 6. WITHIN-COUNTRY
ANALYSIS: THE CZECH REPUBLIC 115 6.1 OVERVIEW 115 6.2 THE MEANING OF
PARTICIPATIVE MANAGEMENT IN CONTEXT 117 6.2.1 BASIC VALUES:
ADAPTABILITY, FLEXIBILITY, CREATIVITY AND DIPLOMACY 117 6.2.2 GUIDING
PRINCIPLES: ADJUSTMENT AND TAKING THINGS AS THEY COME 118 6.2.3 THE
MEANING OF PARTICIPATIVE MANAGEMENT 119 6.2.4 THE ROLE OF THE MANAGER
122 6.2.5 THE ROLE OF THE SUBORDINATES 124 6.2.6 THE ROLE OF SPECIALISTS
125 6.2.7 INDIVIDUAL DIFFERENCES AND COGNITIVE DISSONANCE 126 6.3 THE
ENACTMENT OF PARTICIPATIVE MANAGEMENT 127 6.3.1 PARTICIPATIVE VS.
AUTOCRATIC DECISION-MAKING 127 6.3.2 PARTICIPATIVE MANAGEMENT OUTCOMES
128 6.4 MAIN SITUATIONAL INFLUENCE FACTORS 129 6.4.1 DECISION TYPE 129
6.4.2 UNIT AND ORGANISATION TYPE 130 6.4.3 TIME-RELATED ISSUES 131 6.4.4
CONFLICT 131 6.5 MAIN SOCIETY-RELATED INFLUENCE FACTORS 133 6.5.1 POWER
DISTANCE 133 6.5.2 UNCERTAINTY AVOIDANCE 134 6.6 INTEGRATION 135 6.6.1
FIT WITH THE THREE QUANTITATIVE STUDIES 135 6.6.2 FIT WITH THE CZECH
SYSTEM OF INDUSTRIAL RELATIONS 139 6.6.3 FIT WITH THE EXISTING
LITERATURE 141 7. WITHIN-COUNTRY ANALYSIS: FINLAND 147 7.1 OVERVIEW 147
7.2 THE MEANING OF PARTICIPATIVE MANAGEMENT IN CONTEXT 149 7.2.1 BASIC
VALUE: AUTONOMY 149 7.2.2 BASIC VALUE: CONCERN FOR QUALITY 150 7.2.3
GUIDING PRINCIPLES: INDEPENDENCE AND INTEGRATION 150 7.2.4 THE MEANING
OF PARTICIPATIVE MANAGEMENT 151 7.2.5 THE ROLE OF THE MANAGER 152 X
CONTENTS 7.2.6 THE ROLE OF THE SUBORDINATES 154 7.2.7 COMMUNICATION
PATTERNS 154 7.3 THE ENACTMENT OF PARTICIPATIVE MANAGEMENT 155 7.3.1
PARTICIPATIVE VS. AUTOCRATIC DECISION-MAKING 155 7.3.2 PARTICIPATIVE
MANAGEMENT OUTCOMES 156 7.4 MAIN SITUATIONAL INFLUENCE FACTORS 157 7.4.1
DECISION TYPE 158 7.4.2 TIME-RELATED ISSUES 159 7.4.3 CONFLICT 159 7.5
MAIN SOCIETY-RELATED INFLUENCE FACTORS 160 7.5.1 POWER DISTANCE . 160
7.5.2 INDIVIDUALISM 161 7.5.3 UNCERTAINTY AVOIDANCE 161 7.6 INTEGRATION
162 7.6.1 FIT WITH THE THREE QUANTITATIVE STUDIES 162 7.6.2 FIT WITH THE
FINNISH SYSTEM OF INDUSTRIAL RELATIONS 165 7.6.3 FIT WITH THE EXISTING
LITERATURE 166 8. WITHIN-COUNTRY ANALYSIS: GERMANY 171 8.1 OVERVIEW 171
8.2 THE MEANING OF PARTICIPATIVE MANAGEMENT IN CONTEXT 173 8.2.1 BASIC
VALUE: EFFECTIVENESS 173 8.2.2 GUIDING PRINCIPLE: OPTIMISING WORK AND
MANAGEMENT 173 8.2.3 THE MEANING OF PARTICIPATIVE MANAGEMENT 175 8.2.4
THE ROLE OF THE MANAGER 177 8.2.5 THE ROLE OF THE SUBORDINATES 178 8.2.6
THE ROLE OF SPECIALISTS 179 8.3 THE ENACTMENT OF PARTICIPATIVE
MANAGEMENT 179 8.3.1 PARTICIPATIVE VS. AUTOCRATIC DECISION-MAKING 179
8.3.2 PARTICIPATIVE MANAGEMENT OUTCOMES 180 8.4 MAIN SITUATIONAL
INFLUENCE FACTORS 181 8.4.1 DECISION TYPE 181 8.4.2 TIME-RELATED ISSUES
182 8.4.3 CONFLICT 182 8.5 MAIN SOCIETY-RELATED INFLUENCE FACTORS 183
8.5.1 POWER DISTANCE 183 8.5.2 COLLECTIVISM 184 8.5.3 UNCERTAINTY
AVOIDANCE 185 8.6 INTEGRATION 186 8.6.1 FIT WITH THE THREE QUANTITATIVE
STUDIES 186 8.6.2 FIT WITH THE GERMAN SYSTEM OF INDUSTRIAL RELATIONS 190
8.6.3 FIT WITH THE EXISTING LITERATURE 192 CONTENTS XI 9. WITHIN-COUNTRY
ANALYSIS: POLAND 197 9.1 OVERVIEW 197 9.2 THE MEANING OF PARTICIPATIVE
MANAGEMENT IN CONTEXT 199 9.2.1 BASIC VALUE: ECONOMIC EFFICIENCY 199
9.2.2 GUIDING PRINCIPLES: ORGANISATIONAL SURVIVAL AND PROSPERITY 200
9.2.3 THE MEANING OF PARTICIPATIVE MANAGEMENT 200 9.2.4 THE ROLE OF THE
MANAGER 201 9.2.5 THE ROLE OF THE SUBORDINATES 203 9.3 THE ENACTMENT OF
PARTICIPATIVE MANAGEMENT 205 9.3.1 PARTICIPATIVE VS. AUTOCRATIC
DECISION-MAKING 205 9.3.2 PARTICIPATIVE MANAGEMENT OUTCOMES 206 9.4 MAIN
SITUATIONAL INFLUENCE FACTORS 206 9.4.1 DECISION TYPE 206 9.4.2
ORGANISATION TYPE 207 9.4.3 TIME-RELATED ISSUES 208 9.4.4 CONFLICT 209
9.5 MAIN SOCIETY-RELATED INFLUENCE FACTORS 209 9.5.1 POWER DISTANCE 210
9.5.2 UNCERTAINTY AVOIDANCE 210 9.6 INTEGRATION 211 9.6.1 FIT WITH THE
THREE QUANTITATIVE STUDIES 211 9.6.2 FIT WITH THE POLISH SYSTEM OF
INDUSTRIAL RELATIONS 215 9.6.3 FIT WITH THE EXISTING LITERATURE 217 10.
WITHIN-COUNTRY ANALYSIS: SWEDEN 225 10.1 OVERVIEW 225 10.2 THE MEANING
OF PARTICIPATIVE MANAGEMENT IN CONTEXT 227 10.2.1 BASIC VALUES: EQUALITY
AND FAIRNESS 227 10.2.2 GUIDING PRINCIPLE: SMOOTH INTERPERSONAL
RELATIONS 228 10.2.3 THE MEANING OF PARTICIPATIVE MANAGEMENT 228 10.2.4"
THE ROLE OF THE MANAGER 229 10.2.5 THE ROLE OF SUBORDINATES AND OTHER
PARTICIPANTS 230 10.2.6 COMMUNICATION PATTERNS 231 10.3 THE ENACTMENT OF
PARTICIPATIVE MANAGEMENT 232 10.3.1 PARTICIPATIVE VS. AUTOCRATIC
DECISION-MAKING 232 10.3.2 PARTICIPATIVE MANAGEMENT OUTCOMES 234 10.4
MAIN SITUATIONAL INFLUENCE FACTORS 234 10.4.1 DECISION TYPE 235 10.4.2
TIME-RELATED ISSUES 236 10.4.3 CONFLICT 236 10.5 MAIN SOCIETY-RELATED
INFLUENCE FACTORS 238 10.5.1 POWER DISTANCE 239 XII CONTENTS 10.5.2
INDIVIDUALISM/COLLECTIVISM 239 10.5.3 UNCERTAINTY AVOIDANCE 240 10.6
INTEGRATION 241 10.6.1 FIT WITH THE THREE QUANTITATIVE STUDIES 241
10.6.2 FIT WITH THE SWEDISH SYSTEM OF INDUSTRIAL RELATIONS 245 10.6.3
FIT WITH THE EXISTING LITERATURE 247 11. INTER-COUNTRY ANALYSIS 251 11.1
INTRODUCTION AND COUNTRY SUMMARIES 251 11.2 THE MEANING OF PARTICIPATIVE
MANAGEMENT IN CONTEXT 257 11.2.1 BASIC VALUES AND GUIDING PRINCIPLES 257
11.2.2 THE MEANING OF PARTICIPATIVE MANAGEMENT 258 11.2.3 THE ROLE OF
THE MANAGER 262 11.2.4 THE ROLE OF SUBORDINATES AND OTHER PARTICIPANTS
263 11.3 THE ENACTMENT OF PARTICIPATIVE MANAGEMENT 264 11.3.1
PARTICIPATIVE VS. AUTOCRATIC DECISION-MAKING 265 11.3.2 PARTICIPATIVE
MANAGEMENT OUTCOMES 266 11.4 MAIN SITUATIONAL INFLUENCE FACTORS 268
11.4.1 DECISION TYPE 269 11.4.2 TIME-RELATED ISSUES 271 11.4.3 CONFLICT
272 11.4.4 OTHER SITUATIONAL FACTORS 275 11.5 MAIN SOCIETY-RELATED
INFLUENCE FACTORS 275 11.5.1 HISTORIC AND ECONOMIC FACTORS 276 11.5.2
POWER DISTANCE 276 11.5.3 INDIVIDUALISM/COLLECTIVISM 277 11.5.4
UNCERTAINTY AVOIDANCE 279 11.6 INTERACTION AMONG THE INFLUENCE FACTORS
281 11.7 CONVERGENCE VS. DIVERGENCE 282 12. FINAL THEORY BUILDING,
CONCLUSIONS AND OUTLOOK 285 12.1 RESEARCH QUESTIONS: CONCLUSION 285
12.1.1 OVERVIEW 285 12.1.2 PROPOSITIONS AND A CONTINGENCY MODEL OF
PARTICIPATION 286 12.2 STUDY GOALS: CONCLUSION 287 12.3 OUTLOOK 291
BIBLIOGRAPHY 295 APPENDIX A: CODE LISTS 321 APPENDIX B: KEY CONCEPTS OF
PARTICIPATION AND RELATED CONCEPTS 327 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Szabo, Erna |
| author_facet | Szabo, Erna |
| author_role | aut |
| author_sort | Szabo, Erna |
| author_variant | e s es |
| building | Verbundindex |
| bvnumber | BV023534775 |
| classification_rvk | QP 305 |
| ctrlnum | (OCoLC)180977138 (DE-599)DNB982165641 |
| dewey-full | 658.403 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.403 |
| dewey-search | 658.403 |
| dewey-sort | 3658.403 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Thesis Book |
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| indexdate | 2024-07-09T21:24:07Z |
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| language | English |
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| spelling | Szabo, Erna Verfasser aut Participative management and culture a qualitative and integrative study in five European countries Erna Szabo Frankfurt am Main Lang 2007 XV, 336 Seiten graph. Darst. txt rdacontent n rdamedia nc rdacarrier Literaturverz. S. 295 - 319 Zugl.: Linz, Univ., Habil.-Schr., 2006 Kooperativer Führungsstil (DE-588)4114290-1 gnd rswk-swf Führungsentscheidung (DE-588)4390843-3 gnd rswk-swf Internationaler Vergleich (DE-588)4120509-1 gnd rswk-swf Unternehmenskultur (DE-588)4131484-0 gnd rswk-swf Management by Participation (DE-588)4128095-7 gnd rswk-swf Entscheidungsprozess (DE-588)4121202-2 gnd rswk-swf Partizipation (DE-588)4044789-3 gnd rswk-swf Mitarbeiter (DE-588)4120744-0 gnd rswk-swf Finnland (DE-588)4017243-0 gnd rswk-swf Tschechien (DE-588)4303381-7 gnd rswk-swf Mitteleuropa (DE-588)4039677-0 gnd rswk-swf Deutschland (DE-588)4011882-4 gnd rswk-swf Polen (DE-588)4046496-9 gnd rswk-swf Schweden (DE-588)4077258-5 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Mitteleuropa (DE-588)4039677-0 g Führungsentscheidung (DE-588)4390843-3 s Entscheidungsprozess (DE-588)4121202-2 s Mitarbeiter (DE-588)4120744-0 s Partizipation (DE-588)4044789-3 s Internationaler Vergleich (DE-588)4120509-1 s DE-604 Tschechien (DE-588)4303381-7 g Management by Participation (DE-588)4128095-7 s Kooperativer Führungsstil (DE-588)4114290-1 s Unternehmenskultur (DE-588)4131484-0 s Finnland (DE-588)4017243-0 g Deutschland (DE-588)4011882-4 g Polen (DE-588)4046496-9 g Schweden (DE-588)4077258-5 g DE-188 GBV Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016854741&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Szabo, Erna Participative management and culture a qualitative and integrative study in five European countries Kooperativer Führungsstil (DE-588)4114290-1 gnd Führungsentscheidung (DE-588)4390843-3 gnd Internationaler Vergleich (DE-588)4120509-1 gnd Unternehmenskultur (DE-588)4131484-0 gnd Management by Participation (DE-588)4128095-7 gnd Entscheidungsprozess (DE-588)4121202-2 gnd Partizipation (DE-588)4044789-3 gnd Mitarbeiter (DE-588)4120744-0 gnd |
| subject_GND | (DE-588)4114290-1 (DE-588)4390843-3 (DE-588)4120509-1 (DE-588)4131484-0 (DE-588)4128095-7 (DE-588)4121202-2 (DE-588)4044789-3 (DE-588)4120744-0 (DE-588)4017243-0 (DE-588)4303381-7 (DE-588)4039677-0 (DE-588)4011882-4 (DE-588)4046496-9 (DE-588)4077258-5 (DE-588)4113937-9 |
| title | Participative management and culture a qualitative and integrative study in five European countries |
| title_auth | Participative management and culture a qualitative and integrative study in five European countries |
| title_exact_search | Participative management and culture a qualitative and integrative study in five European countries |
| title_exact_search_txtP | Participative management and culture a qualitative and integrative study in five European countries |
| title_full | Participative management and culture a qualitative and integrative study in five European countries Erna Szabo |
| title_fullStr | Participative management and culture a qualitative and integrative study in five European countries Erna Szabo |
| title_full_unstemmed | Participative management and culture a qualitative and integrative study in five European countries Erna Szabo |
| title_short | Participative management and culture |
| title_sort | participative management and culture a qualitative and integrative study in five european countries |
| title_sub | a qualitative and integrative study in five European countries |
| topic | Kooperativer Führungsstil (DE-588)4114290-1 gnd Führungsentscheidung (DE-588)4390843-3 gnd Internationaler Vergleich (DE-588)4120509-1 gnd Unternehmenskultur (DE-588)4131484-0 gnd Management by Participation (DE-588)4128095-7 gnd Entscheidungsprozess (DE-588)4121202-2 gnd Partizipation (DE-588)4044789-3 gnd Mitarbeiter (DE-588)4120744-0 gnd |
| topic_facet | Kooperativer Führungsstil Führungsentscheidung Internationaler Vergleich Unternehmenskultur Management by Participation Entscheidungsprozess Partizipation Mitarbeiter Finnland Tschechien Mitteleuropa Deutschland Polen Schweden Hochschulschrift |
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