IngentaConnect Organisational learning in international joint ventures: Implicat...

Authors: Berrell M.; Gloet M.; Wright P.

Source: The Journal of Management Development, Volume 21, Number 2, 2002 , pp. 83-100(18)

Publisher: Emerald Group Publishing Limited

Abstract:

Investigates the impact of national culture on organisational learning in a global context, as well as implications for international management development. Studies on organisations generally accept the existence of two "cultures" within an organisation - the "systems" culture and the "organisational" culture. National culture too has a significant, yet often underestimated, impact on organisational learning in international joint ventures. Motivated by national culture, stakeholders strive continuously to create sufficient shared meaning and management practices to make a joint venture viable. Using examples drawn from an Australian/Malaysian collaboration, explores the ways in which organisational learning and management behaviour are shaped by the often intangible influence of national culture. Offers a model to suggest means by which managers on both sides of a joint venture can improve understanding of the impact of national culture through critical inquiry and reflection. Also suggests that while cultural ways of knowing sometimes collide rather than converge, internal organisational processes can have a positive impact on the operations of a joint venture.

The full text electronic article is available for purchase. You will be able to download the full text electronic article after payment.

$38.00 plus tax Refund Policy

Organisational learning in international joint ventures: Implications for management development