Dimensions of national culture and their impact on middle manager strategic roles

In this PhD research, I focus on examining the effects of the three national cultural dimensions that Hofstede (1980) defined (power distance, uncertainty avoidance, and individualism-collectivism) in terms of the four middle... [ view full abstract ]

In this PhD research, I focus on examining the effects of the three national cultural dimensions that Hofstede (1980) defined (power distance, uncertainty avoidance, and individualism-collectivism) in terms of the four middle management strategic roles Floyd and Wooldridge (1992) defined (championing alternatives, synthesizing information, facilitating adaptability, and implementing deliberate strategy). Furthermore, I also investigate the influence that middle managers’ tactics have when they are imbued with a specific cultural profile, such as high power distance, high uncertainty avoidance, and collectivism. I formulated four sets of hypotheses (eighteen in all) to address the relationship between the three national cultural dimensions, the four middle managers’ roles, and those managers’ influence tactics. I use a quantitative online survey to collect primary data about middle managers working in two organizations in the aviation sector: one in Ireland and one in Saudi Arabia.

Middle managers typology, national cultural dimensions, influence tactics. [ view full abstract ]

Middle managers typology, national cultural dimensions, influence tactics.