This article presents a model of the relationships between cultural assumptions and the selection, implementation, and outcome of management practices. Cultural assumptions are used to analyze three cases of planned intervention in which imitated management practices, intended to create change, were implemented across cultural settings. Data from the cases indicate how culture affected both the process and product of the management practices. When cultural differences existed and the practice was not adapted, change outcomes differed from what had been intended. Theoretical and practical implications are discussed.
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