The Cross-Cultural Transfer of American Models and Myths to Germany and the Côte d’lvoire

Carol D. Hansen

Chapter 3 in The Cultural Context of Human Resource Development, 2009, pp 41-56 from Palgrave Macmillan

Abstract: Abstract Although myths may often exceed reality, they, nonetheless, consciously and unconsciously influence the work paradigms that frame decision-making, values, perceptions, situational evaluation, and communication styles (Campbell, 1964; Otte, 1991). Occupational groups are culturally influenced by such assumptions (Hansen & Kahnweiler, 1997; Mapstone, 1993; Van Maanen & Barley, 1984). Like all belief systems, work myths are additionally influenced by societal cultures (d’Iribame, 1989; Hofstede, 1984; Laurent, 1986) and so the archetypes that shape occupational beliefs are vulnerable to misunderstanding and rejection when working with foreign colleagues (Hofstede et al., 1990). This reasoning led me to examine the cross-cultural transferability of HRD models where the belief systems embedded in the human side of work play a major role.

Keywords: Human Resource Management; Human Resource Development; Societal Culture; International Human Resource Management; Cultural Myth (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-23666-0_3

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DOI: 10.1057/9780230236660_3

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