Article

Influences of National Culture on Continuous Learning: Implications for Learning Objectives and Performance Management

Graham Millington

in The Oxford Handbook of Lifelong Learning

Published in print March 2011 | ISBN: 9780195390483
Published online November 2012 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780195390483.013.0103

Series: Oxford Library of Psychology

 Influences of National Culture on Continuous Learning: Implications for Learning Objectives and Performance Management

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  • Organizational Psychology
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National culture influences the experience of continuous learning for individuals; this has implications for how the multinational organization might support continuous learning and consequent behavioral change. The chapter examines these influences through the comparative frameworks of national culture developed by Hofstede ( 1980 ; 2001 ) and in the GLOBE project (House, Hanges, Javidan, Dorfman, & Gupta, 2004). What cultural differences mean for the objectives and management of continuous learning is explored by contrasting job competence and performance management in Confucian Asia (e.g., China and Japan) with that of Anglo societies such as Great Britain and the United States. Insight into how multinational firms might support continuous learning and behavioral change is offered. To be effective in a fast-evolving, global environment, firms must strike a balance between consistency of global imperatives and adaptation to local needs.

Keywords: continuous learning; national culture; GLOBE study; Hofstede; China; human resource management; performance management; job competence; integration-responsiveness

Article.  14889 words. 

Subjects: Psychology ; Organizational Psychology ; Educational Psychology

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