This book re-examines management theory ‘after Globalization’. Combining key names and studies from across the world, it explores the local realities that resist universal theories and that permeate the daily lives of practising managers.
The book provides a comprehensive and critical reflection on the widely documented phenomenon of globalization in business. It assesses the implications of the diversity of individual economies and enterprises for general theories of management and concludes by presenting new approaches to the study and research of management and organizations.
Chapter 11: Antagonistic Values or Complementary Value Systems? The Chances and Limitations of Dialogue in Organizations
Antagonistic Values or Complementary Value Systems? The Chances and Limitations of Dialogue in Organizations
In a recent book dealing with the intervention of social scientists in organizations, the authors eloquently express the situation which is the starting point of the present chapter:
In many ways Western industrial society has not come to terms with being an industrial society at all. It continues to struggle with conflicting value systems, all of which are important, but which are difficult to reconcile and integrate, and which have internal contradictions. In particular there is one value system concerned with economic growth, development and expansion: there is a second one concerned with the intrinsic value, autonomy and personal ...