Cultural antecedents of behavioural differences between American and Egyptian managers

Abstract

Numerous researchers have studied behavioural characteristics typically common to American managers. However, few studies have considered how cultural differences impact behavioural management practice in developing Middle-Eastern countries. This study reports the results of a top executive survey comparing and contrasting American and Egyptian management styles, providing strong support for the argument that management behaviour is deeply embedded in culture. Results also suggest that management behaviours seen positively in one culture are not always viewed as such in another.