Original Research

Culture-specific management and the African management movement: Verifying the premises

Adèle Thomas, Johann S. Schonken
South African Journal of Business Management | Vol 29, No 2 | a772 | DOI: https://doi.org/10.4102/sajbm.v29i2.772 | © 2018 Adele Thomas, Johann S. Schonken | This work is licensed under CC Attribution 4.0
Submitted: 12 October 2018 | Published: 30 June 1998

About the author(s)

Adèle Thomas, Graduate School of Business Administration, University of the Witwatersrand, South Africa
Johann S. Schonken, Graduate School of Business Administration, University of the Witwatersrand, South Africa

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Abstract

Lessem's proposals which purport to predict the key differences between black managers and white managers in South Africa have been widely adopted by writers within the African management movement. This article investigates the validity of Lessem's relevant proposals. The research found no support for the use of Lessem's model in helping to define African management, but the data were indicative of the prevalence of two forms of organisational culture, reminiscent of Schein's 'operator culture' and Handy's 'club culture', in the organisations researched, and supported the view that organisational culture can have a strong modifying effect on the values of employees, regardless of national or ethnic culture.

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Crossref Citations

1. Managerial challenges in South Africa
Adele Berndt, Claude‐Hélene Mayer, Lynette Louw
European Business Review  vol: 23  issue: 6  first page: 572  year: 2011  
doi: 10.1108/09555341111175417