Finnish-French Fundamental Cultural Antagonisms in Organising

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dc.contributor Svenska handelshögskolan, institutionen för marknadsföring, logistik och företagsgeografi sv
dc.contributor Hanken School of Economics, Department of Marketing, Supply Chain Management and Corporate Geography en
dc.contributor.author Fougère, Martin
dc.date.accessioned 2011-03-02T09:40:25Z
dc.date.available 2011-03-02T09:40:25Z
dc.date.issued 2004-04-28
dc.identifier.isbn 951-555-833-6
dc.identifier.issn 0357-4598
dc.identifier.uri http://hdl.handle.net/10227/186
dc.identifier.uri URN:ISBN:951-555-833-6
dc.description.abstract Seeking to challenge the belief that within-West cultural differences should be seen as insignificant in organisations, this paper seeks to demonstrate how two given Western European ‘organising cultures’ (i.e. Finnish culture and French culture, as they are expressed in the process of organising) can contrast, if not conflict, with each other. Further, it aims to help the reader realise what kinds of fundamental ‘cultural antagonisms’ these contrasting organising behaviours may come from, to help her/him understand ‘the other culture’ better, and thus allow for a first step towards an improvement of Finnish-French intercultural interactions in organisational contexts. After shortly introducing what should be understood here as ‘cultural antagonisms’, the paper addresses four fundamental Finnish-French antagonisms, regarding the vision of the organisation (‘functionalist vs. personalist’), the relative importance of ‘consensus vs. dissensus’, the typical trade-off between reliability and flexibility, and the striking differences in communication, respectively. These four fundamental antagonisms are found to be closely interrelated and integrated, serving as explanation, justification and legitimisation for each other. That does not mean, however, that differences, however striking they may be, should merely be a threat to co-operation: some implications introduced at the end of the paper suggest that, provided people are aware of them, cultural antagonisms can also be seen as opportunities for a more fruitful work interaction. fi
dc.format.extent 1837 bytes
dc.format.extent 151019 bytes
dc.format.mimetype application/pdf
dc.format.mimetype text/plain
dc.language.iso en
dc.publisher Svenska handelshögskolan sv
dc.publisher Hanken School of Economics en
dc.relation.ispartofseries Working Papers
dc.relation.ispartofseries 502
dc.rights Publikationen är skyddad av upphovsrätten. Den får läsas och skrivas ut för personligt bruk. Användning i kommersiellt syfte är förbjuden. sv
dc.rights This publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited. en
dc.rights Julkaisu on tekijänoikeussäännösten alainen. Teosta voi lukea ja tulostaa henkilökohtaista käyttöä varten. Käyttö kaupallisiin tarkoituksiin on kielletty. fi
dc.subject cross-cultural / intercultural fi
dc.subject finnish fi
dc.subject french fi
dc.subject antagonisms fi
dc.subject organising fi
dc.subject.other Supply Chain Management and Corporate Geography fi
dc.title Finnish-French Fundamental Cultural Antagonisms in Organising fi
dc.type.dcmitype Text

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