Universitatea din Bucuresti, Facultatea de Administratie si Afaceri

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Double Blind Review Evaluation

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Indexed by : EBSCO-CEEAS | CEEOL | RePEc | DOAJ | INDEX COPERNICUS | PROQUEST | ULRICH | DRJI | Google Scholar

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ISSN-L 1453-0503
ISSN (e) 2286-170X
ISSN (p) 1453-0503

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Comparative Management – A Performance Vector

 

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  1. Authors:
      • Cătălin Grădinaru, email: gradinarubusiness@gmail.com, Afiliation: University of Bucharest, Faculty of Business and Administration, Romania
      • Paul Marinescu, email: paulmarinescu1@gmail.com, Afiliation: University of Bucharest, Romania
      • Sorin-George Toma, email: tomagsorin62@yahoo.com, Afiliation: University of Bucharest, Romania

    Pages:
      • 88|98

  2. Keywords: management, result, effect, individual, global, managerial culture

  3. Abstract:
    Through this analysis we intend to briefly present some of the common elements of management in each country and, at the same time, to point out some of the notable differences. Within our analysis, we consider some peculiarities of the specific management models of enterprises in the United States, Germany, Great Britain, France and Spain. In this regard, we shall use, inter alia, Geert Hofstede’s model regarding the cultural dimensions in management (individualism / collectivism, certainty / uncertainty, masculinity / femininity, high power distance / low power distance). Meanwhile, comparative management studies (parochial, ethnocentric, polycentric comparative, geocentric) allow us to define the scope of investigation starting from specific cultures, the similarities and differences between various cultures, from investigating multinational corporations, thus establishing the meaning of the evolution of management in the globalization era.

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