Handbook of Research on Managing Managers

Handbook of Research on Managing Managers

Research Handbooks in Business and Management series

Edited by Adrian Wilkinson, Keith Townsend and Gabriele Suder

This book explores the changing role of managers in the workplace. In recent years, there has been considerable debate on the future of management, with both pessimistic and optimistic views being put forward. However, in the wake of delayering, downsizing, re-engineering and the pursuit of leanness, the more gloomy perspective has gained currency, especially in the popular managerial literature, and some have pronounced the end of management altogether. Some paint a more optimistic picture of managers and managers’ work with roles being transformed rather than replaced and the new organisational context providing more demanding work but greater autonomy and increased skill development. With contributions from experts in the field, this book is concerned with the way organisations manage their managers and how this continues to evolve with reference to global issues.

Chapter 15: Managing managers across cultures: different values, different ethics

Terence Jackson

Subjects: business and management, human resource management, organisational behaviour


However, in spite of the recognition that organisations have no choice but to continually create novelty in products and services as well as in the way these are produced and delivered to the market, creativity and innovation remains one of the biggest managerial challenges (Haour, 2004). As noted by Manville and Ober (2003, p. 48), ‘We are in a knowledge economy, but our managerial and governance systems are stuck in the Industrial Era.’

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