Cultural Values and the Championing Process

Scott Shane

Entrepreneurship Theory and Practice, 1994, vol. 18, issue 4, 25-41

Abstract: This study examines the relationship between national culture and national preferences for innovation championing strategies using a sample of 24 national offices of a financial services company. The study finds that in collectivistic societies, managers prefer champions who make personal appeals to gather cross-functional support for the innovation effort. In uncertainty-avoiding societies, managers prefer champions to work through organizational norms, rules and procedures rather than violating them. In power-distant societies, managers prefer champions who closely monitor the innovation process.

Date: 1994
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Persistent link: https://EconPapers.repec.org/RePEc:sae:entthe:v:18:y:1994:i:4:p:25-41

DOI: 10.1177/104225879401800402

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