National work meanings and patterns -- constraints on management action

George W England

European Management Journal, 1986, vol. 4, issue 3, 176-184

Abstract: What managers can and cannot do is heavily influenced by the view taken by their people of how central work is to them. The author reports here on the results of a detailed cross-cultural study which suggests that for Germany, Japan, and the USA, managerial actions may well be constrained to different degrees and in different ways by the workers' views of work centrality.

Date: 1986
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