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dc.contributor.authorNathan, Ganesh
dc.date.accessioned2015-10-08T06:52:35Z
dc.date.available2015-10-08T06:52:35Z
dc.date.issued2013-06
dc.identifier.urihttp://hdl.handle.net/11654/10140
dc.description.abstractThis paper first briefly clarifies the notions of essentialism versus non-essentialism and presents widely cited models of culture with varying dimensions: five (Hofstede), seven (Trompenaars and Hampden-Turner) and nine (GLOBE study) - referred to as the 5-7-9 cultural dimensions in this paper - and critiques the underlying notions of essentialism that can lead to ethical concerns restricting the capacity for agency and choice which are necessary for the democratization of organizations. It then presents a model of culture within the paradigm of anti-essentialism, adapting the model presented by Nathan (2010) within the topic of multiculturalism based on Dithey’s works on social interactionism and meaning in history, shows that the model can pave the way to the democratization of organizations, and discusses the implications of organization culture in terms of agency, identity, and structure within multinational/multicultural organizations. The paper concludes by encouraging further research to enhance the non-essentialist model of culture within organizational studies.
dc.description.urihttp://www.euram2013.com/r/default.asp?iId=FGKGEL
dc.language.isoen
dc.accessRightsAnonymous
dc.subject5-7-9 dimensions of cultural models, non-essentialist model of culture, democratization of organizations
dc.titleNon-essentialist model of culture within multicultural/multinational organizations
dc.type06 - Präsentation
dc.eventEURAM – European Academy of Management, Annual Conference, Democratising Management, Istanbul, Turkey, June 2013
dc.audienceScience
fhnw.publicationStatePublished
fhnw.ReviewTypeAnonymous ex ante peer review of a complete publication
fhnw.InventedHereYes
fhnw.PublishedSwitzerlandNo
fhnw.IsStudentsWorkno


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