Managerial values in transcultural conflicts in South Africa: Findings from the schwartz-value-model

Abstract

The significant globalisation and post-apartheid challenges faced by managers in international organisations in South Africa are well known. Coping with transcultural conflicts is one of the major challenges. The aim of this article is to assess managerial values and their occurrence in transcultural conflicts in the international automotive organisation in South Africa. The Schwartz Value Model is used as theoretical background. This empirical study is a qualitative case study research. It presents selected qualitative findings on values in transcultural conflicts in the selected organisation. Findings show culture-specific insights into the selected international South African organisations and lead to conclusions and recommendations for further research and international management in South Africa.