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Why invisible boundaries matter: imagined institutions and power

机译：为什么看不见的边界很重要：想象中的制度和权力

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This paper develops an alternative to Erin Meyer's influential argument that national culture determines how people in a nation behave, thereby creating invisible boundaries that divide nations according to behavioural stereotypes. Whereas Meyer makes the implicit assumption that we could observe national culture and its effect on behaviour as if from a God's Eye point of view, we might do better to begin with an Insider's Eye perspective on whom we could trust to do what. If we take too much for granted, we may miss invisible boundaries that matter; which might have happened when the English executive, Michael Woodford, became president and CEO of Japan's Olympus Corporation, only to find himself fearing for his life after exposing fraud that his Japanese colleagues thought wise to hide. Woodford's startling story is used here to consider three conceptual questions. First, how might power mediated by what people imagine influence the evolution of institutional ecologies, together with invisible boundaries that divide insiders from outsiders? Second, why should management theorists move from an objective God's Eye perspective to Insider's Eye reflections on power mediated by imagined institutions? And third, if we want to avoid falling foul of invisible boundaries, what should we do?
机译：本文替代了艾琳·迈耶（Erin Meyer）的有影响力的论点，该论点是：民族文化决定一个民族的行为方式，从而创造出无形的界限，根据行为刻板印象将各个民族分开。迈耶（Meyer）隐含了一个假设，即我们可以从上帝的眼光看待民族文化及其对行为的影响，而我们最好从内心的眼光出发，相信我们可以相信自己做什么。如果我们认为理所当然的事情太多了，我们可能会错过无形的边界；当英国高管迈克尔·伍德福德（Michael Woodford）出任日本奥林巴斯公司（Olympus Corporation）总裁兼首席执行官时，可能会发生这种情况，却发现自己在暴露了日本同事认为明智的隐瞒欺诈行为后担心自己的生命。伍德福德的惊人故事在这里用于思考三个概念性问题。首先，人们想象的媒介会如何影响制度生态的发展，以及将内部人与外部人区分开的无形边界？其次，为什么管理理论家应该从客观的“上帝之眼”观点转向“内幕之眼”对想象的制度所调解的权力的反思？第三，如果我们要避免陷入无形边界的污点，我们该怎么办？

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  • 来源
    《Prometheus》 |2017年第4期|305-323|共19页
  • 作者

    Tim Ray;

  • 作者单位

    Department of Strategy and Marketing, Open University Business School, Milton Keynes, UK;

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