Cultural Values and Organizational Development: A Seven‐country Study

Abstract

Examines the impact of cultural values on the effectiveness and use of 19 organization development interventions. Uses a qualitative, expert consensus methodology to collect data from seven culturally diverse countries: Taiwan, the United Kingdom, Bangladesh, Denmark, the People′s Republic of China, Venezuela, and Japan. Results support the hypothesis that the more congruent a culture is with the values of organization development, the more interventions will have both greater use and effectiveness. Suggests that specific cultural values, i.e. masculine/feminine, appear to be closely linked to specific interventions′ effectiveness.

Citation

Head, T.C. and Sorensen, P.F. (1993), "Cultural Values and Organizational Development: A Seven‐country Study", Leadership & Organization Development Journal, Vol. 14 No. 2, pp. 3-7. https://doi.org/10.1108/01437739310032656