Joseph W. Weiss
Nations are not monolithic cultural entities. Regions and localities within countries share the larger culture, but can and often do differ from that culture in historical experience, economic resources, social customs, and political and value preferences. The essays in this book focus on the effects regional cultural characteristics have on industrial, entrepreneurial and general management practices in eight countries.
With these readings in mind, the following set of hypotheses was derived and was aimed at identifying the roles which regional culture plays in influencing management and entrepreneurial development.
Proposition 1: Regional culture is embodied in industrial practices and policies, and in managerial behavior and styles. Through shared values, customs, traditions, and expectations, managers reflect local and regional beliefs and attitudes. Reward systems, communication, decision making, networking, personnel policies, all these embody to some extent the values of the geographic area of the organization: "the way things are done here." Weiss and Delbecq's studies and Larsen's and Rogers's before them illustrate the differences in how high-technology computer executives in Silicon Valley and Massachusetts manage their workforces and operations. These studies and the powerful generalizations they provide serve as yet another road map for viewing and understanding managerial behavior as part of the environment of the organization. Our argument here is that regional influences are part of the "cultural mix" that influences practices and behavior in firms. National and corporate culture, as well as industrial and occupational