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Culture, Self-Identity, and Work$
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Miriam Erez and P. Christopher Earley

Print publication date: 1993

Print ISBN-13: 9780195075809

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195075809.001.0001

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Summary and Conclusions

Summary and Conclusions

Chapter:
(p.217) 10 Summary and Conclusions
Source:
Culture, Self-Identity, and Work
Author(s):

Miriam Erez

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195075809.003.0010

This chapter offers a synthesis and an integration of corporate behavioural patterns based on a cross-cultural approach. Because the volume intends to analyse and predict organisational behaviours across various cultures, the authors formulated the cultural self-representation model. Such an approach starts with the realisation that some managerial strategies are ineffective and inefficient. This is followed by the identification of diverse cultural typologies about work values and predilections; however, these templates are not sufficient to support the equivalence of culture and behaviours of employees. The third step in the conceptualisation refers to the discovery of current theories that would be sufficient enough to facilitate the comprehensiveness of cultural influences. In the course of enhancing the components of the framework, self-regulatory processes – monitoring, evaluating, and responding – are included.

Keywords:   organisational behaviour, cultural diversity, cultural self-representation, self-regulation

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