Comprehending core cultural orientations of Iranian managers

Abstract

Purpose

The purpose of this paper is to shed light on key features of Iranian managerial culture by discussing underlying social and organizational consequences.

Design/methodology/approach

The paper has been organized in two major parts: conceptualization and discussion. First, the notions of culture and cultural orientations are treated and then, based on the framework proposed by Kluckhohn and Strodtbeck, cultural orientations of Iranian managers are investigated.

Findings

The findings suggest that Iranian managerial culture is characterized by traditional values such as collectivism, past orientation, high hierarchical distance and evil orientation expressed in terms of mistrust and conspiracy.

Research limitations/implications

The findings of this research are limited in terms of scope, cultural orientations and sample size. Further studies may incorporate more cultures and take into account the effects of existing sub‐cultures to present a more enlightening picture.

Practical implications

The findings of this study might be useful for MNEs, NGOs, international negotiators, businessmen/women, expatriate managers and those who are concerned directly or indirectly with this part of the world.

Originality/value

While most cultural research in the area of organizational science has been based on severely narrow, ahistorical and linguistically naïve concepts, this study takes into account not only explicit manifestations of culture, but also implicit and semiotic ones which need to be comprehended. Therefore, the paper is of potential significance at both the theoretical and the practical level.

Citation

Yeganeh, H. and Su, Z. (2007), "Comprehending core cultural orientations of Iranian managers", Cross Cultural Management: An International Journal, Vol. 14 No. 4, pp. 336-353. https://doi.org/10.1108/13527600710830359