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Publication date: 1 February 1999

Gayle Avery, Otmar Donnenberg, Wolfgang Gick and Martin Hilb

Close inspection reveals subtle differences in managerial style and culture within Austria, Germany and Switzerland. Foreign management development (MD) practitioners are more…

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Abstract

Close inspection reveals subtle differences in managerial style and culture within Austria, Germany and Switzerland. Foreign management development (MD) practitioners are more likely to be impressed by the management and cultural similarities within the German‐speaking nations, especially when contrasted with the North American model. While many of the MD techniques used in the German‐speaking areas will be familiar to North American practitioners, not all foreign MD techniques are directly applicable to management in the German‐speaking region. Nonetheless, these countries face familiar challenges in developing managers into the twenty‐first century. These countries need managers who can cope with rapid change, manage innovation and new technologies, develop their human resource and management skills, face globalisation, deal with information technology, as well as manage teams and external workforces. Many of these areas offer opportunities for foreign MD practitioners. Promoting intercultural development could be a strong argument for exposing German‐nation managers to foreign MDPs

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Journal of Management Development, vol. 18 no. 1
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 February 1999

Farrokh Safavi

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Journal of Management Development, vol. 18 no. 1
Type: Research Article
ISSN: 0262-1711

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Publication date: 19 August 2003

Richard N Langlois

This paper argues that the well-known “two Schumpeters” thesis, as understood in the Anglo-American literature on technological change, is clearly wrong. Equally wrong is the idea…

Abstract

This paper argues that the well-known “two Schumpeters” thesis, as understood in the Anglo-American literature on technological change, is clearly wrong. Equally wrong is the idea that the fundamentals of Schumpeter’s thought on entrepreneurship were influenced importantly by his observation of large firms in the United States after 1931. The obsolescence thesis speaks to a distinction between early capitalism and later capitalism, perhaps, but not to an earlier and later Schumpeter. A more important point is that the obsolescence thesis is wrong. It rests on a confusion – or perhaps a bait-and-switch – between two quite different kinds of economic knowledge.

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Austrian Economics and Entrepreneurial Studies
Type: Book
ISBN: 978-1-84950-226-9

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