Abstract
This study explores the influence of culture on judgement and decision making
and arrives at three key conclusions: (a) there are indeed cultural differences
in the world which impact on the way people make judgements and arrive at
decisions; (b) individuals are affected and influenced by their national
cultures; and (c) individuals who ultimately make decisions also bring on
their personal characteristics. The challenge, however, is to find a way to
clearly link these three aspects and develop a model that can predict or
better explain culture in relation to judgement and decision making. The
impact of national cultures on decision making was analysed and the
conclusion is that national cultures only partially influence decision making,
other factors including individual variables, organisational cultures,
educational systems, as well as institutional arrangements that bind society.
The evaluation of Hofstede’s cultural framework has shown that although it
drew attention to cultural differences in the world, criticisms labelled against
it indicate that whereas there is no better alternative, its application cannot
be conclusive. The review is especially informative to leaders and managers
who engage in cross-cultural dealings as a clear understanding of cultural
influences is key to successful international relationships.
and arrives at three key conclusions: (a) there are indeed cultural differences
in the world which impact on the way people make judgements and arrive at
decisions; (b) individuals are affected and influenced by their national
cultures; and (c) individuals who ultimately make decisions also bring on
their personal characteristics. The challenge, however, is to find a way to
clearly link these three aspects and develop a model that can predict or
better explain culture in relation to judgement and decision making. The
impact of national cultures on decision making was analysed and the
conclusion is that national cultures only partially influence decision making,
other factors including individual variables, organisational cultures,
educational systems, as well as institutional arrangements that bind society.
The evaluation of Hofstede’s cultural framework has shown that although it
drew attention to cultural differences in the world, criticisms labelled against
it indicate that whereas there is no better alternative, its application cannot
be conclusive. The review is especially informative to leaders and managers
who engage in cross-cultural dealings as a clear understanding of cultural
influences is key to successful international relationships.
Original language | English |
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Pages (from-to) | 1-21 |
Number of pages | 21 |
Journal | International Journal of Advanced Legal Studies and Governance |
Volume | 6 |
Issue number | 1 |
Publication status | Published (VoR) - 2016 |
Keywords
- Culture, Judgement and Decision Making, Hofstede, Schwarz