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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.
“It is hoped this will inspire and encourage SMEs and mid-sized companies to harness their potential in becoming a major driver of sustainable and inclusive economic growth and innovation by focusing on several core dimensions of future readiness: sustainable growth, societal impact and adaptive capacity,” the authors conclude.
“Using Hofstede’s classification, countries can be categorized as individualistic vs. collectivistic, short-term oriented vs. long-term oriented, etc. In the analyzed articles, individual factors were the most researched (155), followed by organizational (95) and country-related (78) factors.
The second is to dial up their listening behaviors: by listening directly to the people you work with; and indirectly by reading as much as you can—try a simple Google (“Business Customs in X country”) or learn from cross-cultural experts like Geert Hofstede or Miriam Spering. Diversify your sources : Innovation thrives no cross-pollination.
In many Asian-headquartered corporations, this expression of power stomps flat the multi-level relationships and open communication required for innovation. Professor Geert Hofstede calls the phenomenon " power distance." It's hard to innovate under these conditions." What makes it particularly relevant in Asia?
Many politicians and commentators mention two critical factors in accomplishing this: increasing innovative capacity and reducing bureaucracy. The cultural dimensions identified by Hofstede have been used by more than a 1,000 academic studies. But Greece cannot stop there. National competitiveness Economics & Society Europe'
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.
The researchers used Geert Hofstede’s invididualist-collectivist spectrum alongside data from the World Value Survey to gauge the response of countries to policy directives. Good examples are South Korean, Taiwan and New Zealand, which are flourishing democracies.” ” Cultural importance.
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