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  • Observation Indigenising Organisational change: Localisation in Tanzania and Malawi

    Author(s)
    Carr, Stuart
    Rugimbana, Robert
    Munro, Don
    Griffith University Author(s)
    Rugimbana, Robert
    Year published
    2001
    Metadata
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    Abstract
    In a supposedly “globalising” world, we offer a “localisation” counterbalance from Tanzania and Malawi. Our perspective is purposely anchored in the socio-cultural perceptions of indigenous employees working within organisations in these two African nations. From these Afrocentric perspectives, as reflected in adages and complementary data, need for achievement, need hierarchies, and expatriate acceptability are heavily influenced by local, social norms. The latter may accord priority to social achievement, social identity, and social need. The article ends with a new technique for gauging the influence of these social ...
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    In a supposedly “globalising” world, we offer a “localisation” counterbalance from Tanzania and Malawi. Our perspective is purposely anchored in the socio-cultural perceptions of indigenous employees working within organisations in these two African nations. From these Afrocentric perspectives, as reflected in adages and complementary data, need for achievement, need hierarchies, and expatriate acceptability are heavily influenced by local, social norms. The latter may accord priority to social achievement, social identity, and social need. The article ends with a new technique for gauging the influence of these social factors, with applications to improving the degree of fit between organisational change and community context.
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    Journal Title
    Journal of Managerial Psychology
    Volume
    16
    Issue
    1
    DOI
    https://doi.org/10.1108/02683940110366579
    Subject
    Business and Management
    Psychology
    Publication URI
    http://hdl.handle.net/10072/58898
    Collection
    • Journal articles

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