A cultural paradox in organisations in India Online publication date: Fri, 29-May-2015
by Richa Awasthy; Rajen K. Gupta
International Journal of Indian Culture and Business Management (IJICBM), Vol. 10, No. 4, 2015
Abstract: Indians, at the modern workplace are facing a cultural paradox between their deep seated traditional values and the modern paradigm of western business values. In the current paper, we use multiple published case studies of various organisations in India to understand how these organisations are responding to this paradox, using Cameron and Quinn's (1999) competing values framework (CVF). In terms of CVF, organisations in India are facing a cultural paradox between clan and market type cultures. We are using conjecture to explain the paradox through dialectical theory. This paper then proposes adhocracy as the synthesis of the thesis of clan-type culture and anti-thesis of market type culture for the organisations in India. Drawing lessons from the organisations which have managed to deal with the paradox successfully we draw two propositions for further research. By working with and through the paradox, the paper also presents some modifications in CVF to apt to the Indian context.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Indian Culture and Business Management (IJICBM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook