Management development in Europe

Do national models persist?

Alain Klarsfeld*, Christopher Mabey

*Corresponding author for this work

Research output: Contribution to journalArticle

17 Citations (Scopus)

Abstract

Explaining the way organizations go about identifying and developing their managers will require some understanding of internal priorities and decision processes, as well as more macro factors like the national institutional context. We might also expect cultural factors to play an important part, but applying a cross-cultural analysis to management development policies and practices is relatively rare. One exception is an enduring framework which identifies the cultural characteristics of Germanic, Anglo-Dutch and Latin models [European Management Journal 5(2) (1987) 72; The Global Challenge Frameworks for International Human Resource Management, McGraw-Hill/Irwin, Chicago]. Drawing upon a sample of 300 European firms, this paper tests the empirical validity of these three models and finds that some, but not all, of the features originally identified continue to hold true for firms in the countries concerned.

Original languageEnglish
Pages (from-to)649-658
Number of pages10
JournalEuropean Management Journal
Volume22
Issue number6
DOIs
Publication statusPublished - Dec 2004
Externally publishedYes

Keywords

  • Cross-cultural models
  • European firms
  • Management development

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