Abstract
Thai culture is unique and renowned for its complexities. To understand the repercussion of culture on Thai management style in the public sector context, this study investigates the key ‘characteristics’ and ‘nature’ of culture in the Thai public sector organizations. By adopting Hofstede’s theory of cultural dimensions, this study proposes that the new generation in the Thai organizations acts differently from the cultural stereotype from the literature in Thai culture and management. The results show that younger generations in the Thai public sector may be more individualistic, familiar with the concept of organizational change and appreciate the Western management concepts. This study, however, also confirms that avoiding conflict and uncertainties remain a key characteristic in the Thai public sector system.
Highlights
The effect of culture on organizational management has long been one of the most popular and interesting topics among scholars in international business and management (Kwon, 2011)
In terms of power distance, the results show that Thai female public servants tend to accept the power from the leaders within the organization
This study reveals a number of points related to the concept of cultural dimensions in the Thai public sector organizations
Summary
The effect of culture on organizational management has long been one of the most popular and interesting topics among scholars in international business and management (Kwon, 2011). Previous studies in international business and organizational studies confirm the complexity of culture in the management of all forms of organizations (Johanson & Vahlne, 2003; Chevrier, 2003; Zahari & Shurbagi, 2012). A number of studies have been conducted and confirmed strong relationship among various organizational factors and culture Hofstede was attempting to locate value dimensions across which cultures vary. His theory on cultural dimensions has been widely cited by a number of scholars in international business
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