Abstract
The aim of this paper was to identify the impact of national culture on decision-making styles in selected countries: Croatia, Slovenia, Bosnia and Herzegovina and Hungary. The estimation of Hofstede's dimensions of national cultures and comparative analyses was carried out by using a narrow-sample strategy. The estimated positions on each dimension confirmed the Hofstede's original research ranking. The result with significant value was the confirmation of the global trend of decreasing power distance and significant movement towards the individualism. Besides the standardization procedure of comparative cross-cultural analyses, variance analyses were used to identify cultural differences in decision-making styles related to complex decisions. The proposition is that complex decisions are, above and beyond all others, the consequence of social and cultural values installed in every individual. Statistically significant dependency was identified for hyper-vigilant and vigilant decision-making style and national culture's dimensions. A beneficial goal was to identify the differences and the similarities in value orientation and those in the decision-making style which should not be mistreated as they may influence future business cooperation and political and economic integrations within the CEE context.
Highlights
In the context of globalization processes and the growth of economic interdependence among countries, the national culture is becoming more and more important (Adler 1991; Harvey, Miceli 1999; Harvey, Moeller 2009; Stah et al 2010; Minkov, Hofstede 2011; Schwartz 2014)
The aim of this paper was to identify the impact of national culture on decision-making styles in selected countries: Croatia, Slovenia, Bosnia and Herzegovina and Hungary
The proposition is that complex decisions are, above and beyond all others, the consequence of social and cultural values installed in every individual
Summary
In the context of globalization processes and the growth of economic interdependence among countries, the national culture is becoming more and more important (Adler 1991; Harvey, Miceli 1999; Harvey, Moeller 2009; Stah et al 2010; Minkov, Hofstede 2011; Schwartz 2014). Countries positioning by the Hofstede’s dimensions do not expose all differences among cultures or countries, but do sum up the greater part (MacNab, Worthley 2013) These dimensions representing cultural differences have confirmed empirically on many occasions that they are related with numerous aspects from the management and organizational domains (Iglehart 1997; Trompenaars, Hampden-Turner 2000; House et al 2002). According to Yousef (1998) empirical research in cultural differences in the decision-making style is marginalized in comparison to other aspects in management research. Those were the arguments for identifying cultural differences in decision-making style
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
