DC Field | Value | Language |
---|---|---|
dc.contributor.author | Lee, Ji-Hwan | ko |
dc.date.accessioned | 2008-04-17T03:29:10Z | - |
dc.date.available | 2008-04-17T03:29:10Z | - |
dc.date.created | 2012-02-06 | - |
dc.date.created | 2012-02-06 | - |
dc.date.issued | 2007-01 | - |
dc.identifier.citation | MANAGEMENT REVUE, v.18, no.1, pp.23 - 41 | - |
dc.identifier.issn | 0935-9915 | - |
dc.identifier.uri | http://hdl.handle.net/10203/3932 | - |
dc.description.abstract | Based on theoretical considerations, this article investigates the socio-cultural mechanisms through which diversified firms are effectively managed without loss of control. Empirical results from extensive questionnaire surveys in Korea and the U.S. show that socio-cultural mechanisms such as shared values and corporate-level training were significantly and positively associated with divisional performance. In addition, socio-cultural mechanisms appear to have unequal effects on the corporate performance in societies with different cultural contexts. Statistical results show that socio-cultural mechanisms worked better in chaebols than in large U.S. firms, possibly because such mechanisms positively interact with high-context culture. | - |
dc.language | English | - |
dc.language.iso | en_US | en |
dc.publisher | Rainer Hampp Verlag | - |
dc.title | Managing Diversified Firms through Socio-Cultural | - |
dc.title.alternative | Managing Diversified Firms through Socio-Cultural Mechanisms: A Focus on Korean Chaebols | - |
dc.type | Article | - |
dc.type.rims | ART | - |
dc.citation.volume | 18 | - |
dc.citation.issue | 1 | - |
dc.citation.beginningpage | 23 | - |
dc.citation.endingpage | 41 | - |
dc.citation.publicationname | MANAGEMENT REVUE | - |
dc.embargo.liftdate | 9999-12-31 | - |
dc.embargo.terms | 9999-12-31 | - |
dc.contributor.localauthor | Lee, Ji-Hwan | - |
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