To read this content please select one of the options below:

Values and managerial practices in a traditional society

Ibrahim Ahmed Al-Kindi (Oman Establishment of Press, Publication, and Advertizing, Muscat, Oman)
Helen T. Bailie (Department of Arts and Humanities, Penn State Altoona, Altoona, Pennsylvania, USA)

International Journal of Commerce and Management

ISSN: 1056-9219

Article publication date: 1 June 2015

479

Abstract

Purpose

The aim of this study is to examine how national cultural values influence and impact management practices and styles in the Sultanate of Oman. Administrative and managerial performance, especially in developing countries, is thought to be shaped to a large degree by traditional social values, which prevent managers from effectively implementing sound management processes.

Design/methodology/approach

This study uses empirical research to explore and determine the link between Oman’s cultural values and managers’ managerial practices and styles. The aim is to examine the correlations between the influence of cultural values on managerial practices and styles using Schwartz’s (1992) Value Survey, the Portrait Value Questionnaire and Managerial Style and Practice.

Findings

It was found that in Oman, cultural values affect the efficiency of managerial performance and lead to a limited interest in management theory and sound managerial practices.

Research limitations/implications

This study was limited to managerial practices in Oman. Further study could include other developing countries in the Arabian Gulf States.

Originality/value

While management performance in developing countries has received wide attention during the past three decades, few studies have researched the area of management and managerial practices and styles in Omani organizations.

Keywords

Citation

Al-Kindi, I.A. and Bailie, H.T. (2015), "Values and managerial practices in a traditional society", International Journal of Commerce and Management, Vol. 25 No. 2, pp. 138-156. https://doi.org/10.1108/IJCoMA-09-2013-0086

Publisher

:

Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited

Related articles