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Kultur als Kontingenzfaktor in der internationalen Unternehmensführung: Überlegungen zur Kulturabhängigkeit von Anreizsystemen

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Zusammenfassung

Die Beantwortung der Frage, inwiefern die Unternehmensführung durch nationale Besonderheiten beeinflusst wird, ist nicht nur in der Forschung zum internationalen Management von zentraler Bedeutung, sondern auch aus Sicht der betrieblichen Praxis höchst relevant (z. B. Moser 2009; Adler 1987; Birnberg et al. 1988; Bruce et al. 2005; Budhwar et al. 2002; Clark et al. 1999; Harrison 1993; Kachelmeier et al. 1997; Kanter und Corn 1994; Merchant et al. 1995; Rosenzweig 1994). Eine Reihe von Autoren vertritt die Auffassung, dass Praktiken und Instrumente der Unternehmensführung, die in einem Land erfolgreich eingesetzt werden, nicht notwendigerweise auch in anderen Ländern funktionieren (Budhwar und Sparrow 2002: 382; Granovetter 1985; Newman und Nollen 1996). Andere Autoren gehen hingegen davon aus, dass es universelle „Best Practices“ gibt, die unabhängig von regionalen Besonderheiten funktionieren (z. B. Alvesson und Willmott 1996; Carr und Pudelko 2006). Damit bleibt unklar, welche regionalen Gegebenheiten die Anwendbarkeit von Praktiken und Instrumenten der Unternehmensführung beeinflussen können und wann es eher sinnvoll erscheint einen optimalen „Fit“ zu regionalen Gegebenheiten anzustreben oder nach universellen „Best Practices“ zu suchen. Manager multinationaler Unternehmen haben zudem abzuwägen, ob Praktiken und Instrumente der Unternehmensführung, die im Ursprungsland eingesetzt werden, ebenso in anderen Regionen eingesetzt werden können oder auf dortige Besonderheiten anzupassen sind (und wenn ja, wie). Multinationale Unternehmen haben also die Vor- und Nachteile der Standardisierung/Zentralisierung von Managementpraktiken den Vor- und Nachteilen der Dezentralisierung und Anpassung auf lokale Besonderheiten gegenüber zu stellen. Im Hinblick auf ein globales Benchmarking ist zudem interessant, inwiefern in anderen Ländern erfolgreiche Managementtechniken und Instrumente importiert und im eigenen Unternehmen nutzbar gemacht werden können.

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Authors and Affiliations

  1. Institut für Unternehmensführung, Wirtschaftsuniversität Wien, Nordbergstrasse 15 (UZA 4), 7. Stock, Kern B, 1090, Wien, Österreich

    Gerhard Speckbacher & Andreas Feichter

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  1. Gerhard Speckbacher
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  2. Andreas Feichter
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Correspondence to Gerhard Speckbacher .

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  1. Institut für International Business, Vienna University of Economics and Busin, Althanstr. 51, Wien, 1090, Wien, Austria

    Jonas F. Puck

  2. WKÖ Leitung, Wirtschaftskammer Österreich, Wiedner Hauptstraße 63, Wien, 1045, Wien, Austria

    Christoph Leitl

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Speckbacher, G., Feichter, A. (2011). Kultur als Kontingenzfaktor in der internationalen Unternehmensführung: Überlegungen zur Kulturabhängigkeit von Anreizsystemen. In: Puck, J., Leitl, C. (eds) Außenhandel im Wandel. Physica, Heidelberg. https://doi.org/10.1007/978-3-7908-2728-6_16

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