A Model for National Culture's Influence on Teamwork in Iran

Document Type : Original Article

Authors

1 Professor, Department of Management, University of Tehran

2 Assistant Professor, Azad University, Science and Research Branch

3 Associate Professor, Faculty of Management, University of Tehran

4 PhD Student, Department of Management, University of Tehran

Abstract

The present paper focuses on studying dimensions of the theory of incompatibility of Iranian national culture with collective work and teamwork. Attempts have been made to study the effect of characteristics of Iranian national culture on teamwork through using historical, social and cross-cultural approach and a survey and then the related model has been depicted. The statistical population of the survey included the people of three great car manufacturing, commercial and power plant companies. The findings of cross-cultural studies show that Iranian culture is suitable for teamwork, acknowledged by the findings of the survey showing a high level of collectivism and inclination towards teamwork in a sample consisting of  576 people. The following factors have positive effects on inclination towards teamwork: gender egalitarianism, performance orientation, institutional collectivism at the value level, expected organizational climate for teamwork and readiness for teamwork, while other factor such as uncertainty avoidance at the practice level, supervisory jobs, and high educational level leave a negative impact on teamwork.
Therefore, within the analytical framework of the present research, the main share of the explanation for low level of teamwork in the country goes to non-cultural (structural), managerial, and behavioural factors at national, organizational and individual levels.

Keywords

Strategy for Culture
Volume 3, Issue 10-11
December 2010
Pages 127-162

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