A Cross-Cultural Investigation of Polychronicity:
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A CROSS-CULTURAL INVESTIGATION OF POLYCHRONICITY:
A STUDY OF ORGANIZATIONS IN THREE COUNTRIES
Karen South Moustafa
Indiana University-Purdue University Fort Wayne
moustafk@ipfw.edu
Rabi S. Bhagat
and
Emin Babakus
University of Memphis (TN)
INTRODUCTION
Time is central to human functioning; therefore, proper scheduling of time and its appropriate allocation to various competing tasks is an important part of organizational management (Benabou, 1999). Variations in time use are expected to influence performance and stress, as well as other outcomes (Conte, Rizzuto, & Steiner, 1999). It is a vital strategic element (e.g., Fortune, 1989) and a competitive advantage (Stalk & Hout, 1990). The large amount of management processes and methods developed to improve performance by managing time use attest to the importance placed on organizational time (Bluedorn & Denhardt, 1988). However, research on the meaning and significance of time has been largely ignored in organizational research until recently, and research into different uses of time generally reflects a Western view (Benabou, 1999). As diversity and globalization increase, it can no longer be assumed that Western management concepts are universal (Adler, 2002; Boyacigiller, & Adler, 1991; Hofstede, 1980b; Peng, Peterson, & Shyi, 1991; Singelis, Bhawuk, Triandis, & Gelfand, 1995; Thomas & Au, 2002; Trompenaars & Hampden-Turner, 1998).
As a specific example, the meaning and significance of time may not be consistent across cultures. While Americans and Europeans consider time to be an asset that can be spent and saved, this is not a universal concept (Adler, 2002; Hall, 1959; Trompenaars & Hampden-Turner, 1998; Hofstede, 2001). In particular, other cultures consider the importance of relationships and events to transcend the importance of deadlines (Hall, 1959; Trompenaars & Hampden-Turner, 1998). Conflicts occur when Europeans and Americans are insulted when those with a...
A STUDY OF ORGANIZATIONS IN THREE COUNTRIES
Karen South Moustafa
Indiana University-Purdue University Fort Wayne
moustafk@ipfw.edu
Rabi S. Bhagat
and
Emin Babakus
University of Memphis (TN)
INTRODUCTION
Time is central to human functioning; therefore, proper scheduling of time and its appropriate allocation to various competing tasks is an important part of organizational management (Benabou, 1999). Variations in time use are expected to influence performance and stress, as well as other outcomes (Conte, Rizzuto, & Steiner, 1999). It is a vital strategic element (e.g., Fortune, 1989) and a competitive advantage (Stalk & Hout, 1990). The large amount of management processes and methods developed to improve performance by managing time use attest to the importance placed on organizational time (Bluedorn & Denhardt, 1988). However, research on the meaning and significance of time has been largely ignored in organizational research until recently, and research into different uses of time generally reflects a Western view (Benabou, 1999). As diversity and globalization increase, it can no longer be assumed that Western management concepts are universal (Adler, 2002; Boyacigiller, & Adler, 1991; Hofstede, 1980b; Peng, Peterson, & Shyi, 1991; Singelis, Bhawuk, Triandis, & Gelfand, 1995; Thomas & Au, 2002; Trompenaars & Hampden-Turner, 1998).
As a specific example, the meaning and significance of time may not be consistent across cultures. While Americans and Europeans consider time to be an asset that can be spent and saved, this is not a universal concept (Adler, 2002; Hall, 1959; Trompenaars & Hampden-Turner, 1998; Hofstede, 2001). In particular, other cultures consider the importance of relationships and events to transcend the importance of deadlines (Hall, 1959; Trompenaars & Hampden-Turner, 1998). Conflicts occur when Europeans and Americans are insulted when those with a...