Values and managerial practices in a traditional society. Issue 2 (1st June 2015)

• Record Type: Journal Article
• Authors: Al-Kindi, Ibrahim Ahmed; Bailie, Helen T.
• Is Part Of: International journal of commerce and management. Volume 25:Issue 2(2015)
• Page Start: 138
• Page End: 156
• Publication Date: 2015-06-01
• Subjects: Commerce -- Periodicals; Management -- Periodicals; Business -- Periodicals; 658
• DOI: 10.1108/IJCoMA-09-2013-0086
• Languages: English
• ISSNs: 1056-9219

Abstract

<abstract> <title> <x content-type="archive" xml:space="preserve">Abstract</x> </title> <sec> <title content-type="abstract-heading">Purpose</title> <p> – The aim of this study is to examine how national cultural values influence and impact management practices and styles in the Sultanate of Oman. Administrative and managerial performance, especially in developing countries, is thought to be shaped to a large degree by traditional social values, which prevent managers from effectively implementing sound management processes. </p> </sec> <sec> <title content-type="abstract-heading">Design/methodology/approach</title> <p> – This study uses empirical research to explore and determine the link between Oman's cultural values and managers' managerial practices and styles. The aim is to examine the correlations between the influence of cultural values on managerial practices and styles using Schwartz's (1992) Value Survey, the Portrait Value Questionnaire and Managerial Style and Practice. </p> </sec> <sec> <title content-type="abstract-heading">Findings</title> <p> – It was found that in Oman, cultural values affect the efficiency of managerial performance and lead to a limited interest in management theory and sound managerial practices. </p> </sec> <sec> <title content-type="abstract-heading">Research limitations/implications</title> <p> – This study was limited to managerial practices in Oman. Further study could include other developing countries in the Arabian Gulf States. </p> </sec> <sec> <title content-type="abstract-heading">Originality/value</title> <p> – While management performance in developing countries has received wide attention during the past three decades, few studies have researched the area of management and managerial practices and styles in Omani organizations.</p> </sec> </abstract>