The peer-reviewed article focused on managers, and management-specific issues, such as the deployment of the popular philosophy of participatory management in several cultural contexts. It was particularly effective in the way that it contrasted the different ways this philosophy can be deployed, in the more individualistic Finn context, versus the consensus-building Swedish context, where consensus building is stressed. Also, the note that quite often managers who know that participatory management is 'correct' but do not actually approve of it culturally was brought to the forefront in the Czech example.
The New York Times used data from educational and psychological experimental studies outside of the framework of management. But that is what made it so interesting and challenging to conventional norms. True, the sampling was small, but so was the qualitative study from the peer-reviewed journal. Ultimately, its practical advice, rather than the cautious cultural data excavated by the article may offer more useful information for managers in the real world, outside of academia.
Works Cited
Szabo, Erna. (2006). Meaning and context of participation in five European countries." Management Decision, 44(2). 276-289. Retrieved January 15, 2008, from ProQuest Health Management database. (Document ID: 1032563961).
Tugend, Alina. (2007, November 24). The many errors in thinking about mistakes. New York Times (Late Edition (east Coast)), p. C.5. Retrieved January 15, 2008, from New York Times database. (Document ID: 1387816641).
Abstracts
Abstract (Summary 1)
Szabo, Erna. (2006). Meaning and context of participation in five European countries. Management Decision, 44(2), 276-289. Retrieved January 15, 2008, from ProQuest Health Management database. (Document ID: 1032563961).
The purpose of this paper is to summarize the findings of a qualitative cross-cultural study of participation in managerial decision making. In this paper theme-focused interviews were conducted with middle managers in five European countries and the transcripts were analyzed using elements of the grounded theory method. In the context of the current study, grounded theory served as a suitable method for detecting...
The findings of the present study suggest that country-specific models of participation exist which is embedded in broader country- and culture-specific concepts. In addition, decision type, time-related issues and conflict emerge from the study as the main general context factors influencing managerial choices on the use of participation. The comparison of the current qualitative findings with earlier quantitative research suggests a good match with two of the studies (that investigated participatory behavior in context) but not the third (that investigated participatory values). The exploratory character of the study imposes certain limitations on its findings which could be addressed in future research by studying other countries and cohorts and possibly by employing additional or different types of methodology. The qualitative study findings are of interest to organizations engaging in business relations abroad as well as to individual expatriates in each of the five European countries included in the study. In contrast to earlier quantitative studies with a similar focus, this research initiative explores the meaning and enactment of participation from a holistic perspective, taking context factors into account and integrating the findings into earlier research. Abstract (Summary 2)
Tugend, Alina. (2007, November 24). The Many Errors in Thinking About Mistakes. New York Times (Late Edition (east Coast)), p. C.5. Retrieved January 15, 2008, from New York Times database. (Document ID: 1387816641).
I think it's a very difficult subject," said Paul J.H. Schoemaker, chairman of Decision Strategies International and teaches marketing at the Wharton School of the University of Pennsylvania. "There's a lot of ambivalence around making mistakes."
One thing I've learned is that kids are exquisitely attuned to the real message, and the real message is, 'Be smart," Professor [Carol S. Dweck] said. "It's not, 'We love it when you struggle, or when you learn and make mistakes." "We get fixated on achievement," he said, but, "everyone is talking about the need to innovate. If you already know the answer, it's not learning. In most personal and business contexts, if you…
