 Reconsidering the exploration of power distance: an active case study approachNorma R. A. Romm and Cheng-Yi Hsu Omega, 2002, vol. 30, issue 6, 403-414 Abstract: In this paper, we present what we call an "active case study" and we theorize specifically on the relevance hereof for an exploration of power distance (as conceptualized by Hofstede (Culture's Consequences: International Differences in Work-Related Values, Sage, Beverley Hills, CA, 1980)). As Hofstede conceives it, the notion of "power distance" enables an understanding of the predominant ideas about inequality prevalent in a (national) culture, which in turn infuse work relationships. An active case study approach--as we elucidate in the paper--implies an acknowledgement on the part of those organizing the research of the manner in which their intervention might affect the way "respondents" experience their work relationships. We suggest that our proposed active case study approach offers novel possibilities for exploring power distance and should be added to the repertoire of approaches used to examine this in organizational life. We develop our argument in this regard by offering a detailed account of the application of this approach to a Taiwanese organization (the Kaohsiung Harbor Bureau in Taiwan). Keywords: Active; case; study; Power; distance; Researcher; involvement (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jomega:v:30:y:2002:i:6:p:403-414 Ordering information: This journal article can be ordered from Access Statistics for this article Omega is currently edited by B. Lev More articles in Omega from Elsevier |
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