Korean organizations’ attempts to transplant home management practices directly to their overseas operations have not been received positively by foreign staff; the application of hierarchical Confucianist management principles has led to high reliance on expatriates in Korean overseas operations and failed integration with both local staff and local markets in host country. In this conceptual chapter, we examine the significance of strong informal social ties (based on the unique social psychology of jeong, woori and nunchi) as cultural control in the Korean workplace and develop this as a novel explanation for Korean management discomfort in overseas settings. Promotion of weak social ties with local staff is suggested as more appropriate for achieving goals of exploring local expertise and knowledge.
Yang, I. and Kelly, A. (2009), "Assumptions in Korean organizations and their implications in a cross-cultural setting", Mobley, W.H., Wang, Y. and Li, M. (Ed.) Advances in Global Leadership (Advances in Global Leadership, Vol. 5), Emerald Group Publishing Limited, Bingley, pp. 297-320. https://doi.org/10.1108/S1535-1203(2009)0000005016Download as .RIS
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