Cultural Stability or Change among Managers in Indonesia?

In this study, we directly measure culture along two of Hofstede's (1980) dimensions, individualism-collectivism and power distance, which we argue are potentially more malleable than stable, at least within the developing nation of interest, Indonesia. We compare these direct measures from Ind...

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Bibliographic Details
Published in:Journal of international business studies 1999-09, Vol.30 (3), p.599-610
Main Authors: Heuer, Mark, Cummings, Jeffrey L., Hutabarat, Winfred
Format: Article
Language:English
Subjects:
Business and Management
Business education
Business Strategy/Leadership
Collectivism
Comparative analysis
Comparative studies
Corporate culture
Cultural change
Cultural studies
Cultural values
Culture
Developing countries
Economic conditions
Economic development
Economic growth
Economic value
Education
Emerging markets
Ideology
Individualism
Indonesia
Industrial development
Influence
International Business
LDCs
Management
Management education
Management philosophies
Managers
MBA
MBA programs & graduates
Middle class
Organization
Power
Private sector
South Asian studies
Southeast Asian culture
Studies
U.S.A
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Summary:In this study, we directly measure culture along two of Hofstede's (1980) dimensions, individualism-collectivism and power distance, which we argue are potentially more malleable than stable, at least within the developing nation of interest, Indonesia. We compare these direct measures from Indonesia with those from a developed country, the United States, to gauge the degree to which the culture of this emerging economy remains stable despite strong foreign influences. Utilizing English and back-translated Indonesian language versions of the 1994 Values Survey Module, we find statistically significant support for a narrowing of the differences in these two cultural dimensions between Indonesian and U.S. managers compared to earlier findings by Hofstede (1991).
ISSN:0047-2506
1478-6990
DOI:10.1057/palgrave.jibs.8490085