Influence of Culture on Decision Making in Organizations: Applying Hofstede’s Value Dimensions

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dc.contributor.authorKagambirwe Karyeija, Gerald
dc.date.accessioned2023-05-12T17:42:06Z
dc.date.available2023-05-12T17:42:06Z
dc.date.issued2014
dc.description.abstractQuite often, the decision making process has been understood from the quantitative approach; highly infl uenced by, inter alia, game theory, decision tress and linear programmes. Moreover, there is a preoccupation with rational and economic explanations, political dimensions, procedures, and the institutional framework of public organizations. Yet organizations and the people that work in them have emotions, feelings and context. Thus there is the need for analyzing the decision maker and decision making in the crosscultural context. This paper seeks to draw the relationship between culture and decision making. I explain the process through which policy subsystem arrives at a decision of recommending policy options. The article argues that there is a fruitful intellectual dimension linking culture to decision making an area which is not usually preferred in public administration, on the pretext that culture has limited explanatory power since culture could be broadly considered to mean everything.en_US
dc.identifier.citationKaryeija Kagambirwe, G. (2014). Influence of culture on decision making in organizations: Applying Hofstede’s value dimensions. The Ugandan Journal of Management and Public Policy Studiesen_US
dc.identifier.issn2078 - 7049
dc.identifier.urihttps://nru.uncst.go.ug/handle/123456789/8675
dc.language.isoenen_US
dc.publisherThe Ugandan Journal of Management and Public Policy Studiesen_US
dc.subjectDecision makingen_US
dc.subjectGame theoryen_US
dc.subjectInstitutionsen_US
dc.subjectOrganizationsen_US
dc.subjectCultureen_US
dc.subjectHofstedeen_US
dc.titleInfluence of Culture on Decision Making in Organizations: Applying Hofstede’s Value Dimensionsen_US
dc.typeArticleen_US
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