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Comparing Dutch and British high performing managers

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conference contribution
posted on 2024-07-26, 14:59 authored by Andre A. de Waal, Beatrice I. J. M. van der Heijden, Denny MeyerDenny Meyer, Christopher Selvarajah
National cultures have a strong influence on the performance of organizations and their influence should be taken into account when studying the traits of High Performing Managers (HPMs). At the same time, many studies that focus upon the attributes of successful managers show that, notwithstanding the fact that national culture does affect these attributes, there are attributes that are similar for managers across countries. This article reports on empirically validated profiles of Dutch and British HPMs in one sector, being Information and Communication Technology (ICT), by applying a cross-cultural framework to a sample of managers from the Netherlands and the UK. Subsequently, based on the profiles, the similarities and differences in attributes for managerial success between Dutch and British HPMs are identified. The practical implication of the research is that multinational companies have to take the differences in attributes into account when training their managers for oversees assignments.

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ISSN

1833-3672

Journal title

Management research in a changing climate, the British Academy of Management Conference (BAM 2010), Sheffield, United Kingdom, 14-16 September 2010

Conference name

Management research in a changing climate, the British Academy of Management Conference BAM 2010, Sheffield, United Kingdom, 14-16 September 2010

Volume

22

Issue

03

Pagination

349-366

Publisher

University of Sheffield

Copyright statement

Copyright © 2010 BAM The authors. The accepted manuscript is reproduced in accordance with the copyright policy of the publisher.

Language

eng

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