This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Dutch social scientist Geert Hofstede famously developed the Power Dimension Index, which compares a number of characteristics that allows us to compare different cultures. Hofstede argued that these cultural differences can explain around half of the differences observed in how we react to various situations as managers.
Speaking up could help to expose bias or prejudice, it could promote innovations that go against the status quo, or simply suggest strategies that differ from one’s line manager. New research from the University of Pennsylvania explores why employees tend to be uncomfortable with speaking up, and what managers can do about it.
The importance of organizational agility was reaffirmed in a second report , from the Institute for ManagementDevelopment’s (IMD) Future Readiness Centre. It brings to mind the groundbreaking work of Dutch sociologist Geert Hofstede. Organizational agility.
So we relied on a setting where firms faced an unexpected competitive shock, one that directors could not have anticipated and selected specific CEOs to manage it, and one that forced CEOs to make complex, non-routine, and unstructured decisions — decisions where CEOs’ characteristics are likely to affect how they respond.
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content