Brazilian National Culture, Organizational Culture and Cultural Agreement
Findings from a Multinational Company
Bibliographic Data
| ID | 5851771 |
|---|---|
| Authors | Adriana Victória Garibaldi De Hilal (Universidade Federal do Rio de Janeiro, corresponding author) |
| Year | 2006 |
| Volume | 6 |
| Issue | 2 |
| Pages | 139-167 |
| Publication date | 2006-07-20 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Journal of Cross Cultural Management (JOURNAL) |
| Journal identifiers | ISSN: 1470-5958 • E-ISSN: 1741-2838 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/1470595806066325 |
| OpenAlex | W2122386328 |
| Language | EN |
| Citations received | 8 |
| References cited | 26 |
The present study looks into the organizational culture of a Brazilian company, concentrating on its main Brazilian branches as well as on its European, Latin American, Central American, North American and Asian branches, making a total sample of 36 cities and 1742 respondents. Results indicate the influence of national culture on organizational culture, as the dimensions found clearly reflect the ambiguity and double-edged ethic characteristic of Brazilian culture. This study also shows the importance of hierarchy, and of relational networks, which stresses the relevance of the cultural element in organizational structure and functioning. In brief, understanding the double-edged ethic that governs Brazilian culture helps us understand apparently different, ambiguous or even contradictory behaviors reflected in the organizational culture practices of a Brazilian company with international operations. Moreover, there is little empirical research that directly deals with what combination of factors makes individuals agree or disagree over their cultural viewpoints. Consequently, we consider that this study attempts to deal with that issue as the cultural clusters were obtained using a multivariate approach, using demographic variables and the identified organizational dimensions. Thus results suggest the organizational context may increase or reduce the probability of nationality affecting the cultural agreement of group members
Viewpoints · Innovation and Knowledge Management · Management and Organizational Studies · Organizational Leadership and Management Strategies
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| Unique citing works | 8 |
|---|---|
| Citations per year | 0,5 |
| Citation span | 2010 - 2025 (16) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 7 |