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dc.contributor.authorB. Smith, Peter
dc.contributor.authorF. Petersen, Mark
dc.contributor.authorAhmad, Abd Halim
dc.contributor.authorAkande, Debo
dc.contributor.authorAndersen, Jon Aarum
dc.contributor.authorAyestaran, Sabino
dc.contributor.authorBellotto, Massimo
dc.contributor.authorBochner, Stephen
dc.contributor.authorCallan, Victor
dc.contributor.authorDavila, Carlos
dc.contributor.authorEkelund, Bjorn
dc.contributor.authorFrancois, Pierre-Henri
dc.contributor.authorGraversen, Gert
dc.contributor.authorHarb, Charles
dc.contributor.authorJesuino, Jorge
dc.contributor.authorKantas, Aristotle
dc.contributor.authorKaramushka, Lyudmila
dc.contributor.authorKoopman, Paul
dc.contributor.authorLeung, Kwok
dc.contributor.authorKruzela, Pavla
dc.contributor.authorMalvezzi, Sigmar
dc.contributor.authorMogaji, Andrew
dc.contributor.authorMortazavi, Sharenaz
dc.contributor.authorMuene, John
dc.contributor.authorParry, Kenneth
dc.contributor.authoreng, T.
dc.contributor.authorPunnett, Betty Jane
dc.contributor.authorRadford, Mark
dc.contributor.authorRopo, Arja
dc.contributor.authorSadhwani, Sunita
dc.contributor.authorSaiz, Jose
dc.contributor.authorSavage, Grant
dc.contributor.authorSorenson, Ritch
dc.contributor.authorSzabo, Erna
dc.contributor.authorTeparakul, Punyacha
dc.contributor.authorTirmizi, Aqeel
dc.contributor.authorTsvetanova, Sevda
dc.contributor.authorViedge, Conrad
dc.contributor.authorWall, Carolyn
dc.contributor.authorWang, Zhong Ming
dc.contributor.authorYanchuk, Vladimir
dc.date.accessioned2017-05-03T14:28:49Z
dc.date.available2017-05-03T14:28:49Z
dc.date.issued2005
dc.date.modified2010-10-20T07:00:23Z
dc.identifier.issn14705958
dc.identifier.doi10.1177/1470595805050822
dc.identifier.urihttp://hdl.handle.net/10072/4627
dc.description.abstractData provided by 7380 middle managers from 60 nations are used to determine whether demographic variables are correlated with managers' reliance on vertical sources of guidance in different nations and whether these correlations differ depending on national culture characteristics. Significant effects of Hofstede's national culture scores, age, gender, organization ownership and department function are found. After these main effects have been discounted, significant although weak interactions are found, indicating that demographic effects are stronger in individualist, low power distance nations than elsewhere. Significant non-predicted interaction effects of uncertainty avoidance and masculinity-femininity are also obtained. The implications for theory and practice of the use of demographic attributes in understanding effective management procedures in various parts of the world are discussed.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.languageEnglish
dc.language.isoeng
dc.publisherSage Publications
dc.publisher.placeUK
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom5
dc.relation.ispartofpageto26
dc.relation.ispartofissue1
dc.relation.ispartofjournalInternational Journal of Cross Cultural Management
dc.relation.ispartofvolume5
dc.rights.retentionY
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchcode1503
dc.titleDemographic effects on the use of vertical sources of guidance by managers in widely differing cultural contexts
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.date.issued2005
gro.hasfulltextNo Full Text
gro.griffith.authorParry, Kenneth W.


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