Indigenous Brazilian Management Practices

Zandra Balbinot, Luciano Minghini, Rafael Borim-de-Souza


The present research seeks to understand to what extent companies in emerging countries, specifically, Brazilian, adopt dominant management practices, the so-called Euro-American practices, possess their one, or show a syncretism between the two. Methods: Mixed research. One phase was to collect data using a survey about cultural dimensions adopted from GLOBE (House 1998) management practices and also from Brazilian academy. Another was to collect data through interviews, which were analyzed in parallel. Results: Of the seven dominant cultural dimensions, indigenous practices influenced two. Another three were influenced by dominant management practices. Two of the local dimensions, even with internationalization, merged practices with Brazilian cultural traits. Even so, the practices derived from Jeitinho diminished relative to the international relations and experience of managers. Conclusions: The paper shows the existence of powerful Brazilian Indigenous Managerial Practices such as personalism and formalism. These practices have great influence on international business negotiations. On the other hand, it also shows that there are still dominant managerial practices specially in the case of more internationalized Brazilian managers


Comparative Management, Managerial Practices, Indigenous Practices, Jeitinho, Brazilian Culture, Brazilian Practices.

Full Text:

PDF [en]


ALTON, A.J. (1969). Comparative management: how useful to the practioner? Management International Review, 9(1), 3-11.

BABBIE, E. (1999). Métodos de Pesquisa de Survey. UFMG, Belo Horizonte.

BARBOSA, L.O., O Jeitinho Brasileiro. Rio de Janeiro: Campus 1992.

BESIO, K.; Butz, D. (2004). Autoethnography: a limited endorsement.The Professional Geographer, 56(3), 432-438.

BOYACIGILLER, N., Adler, N.J. (1991) The parochial dinosaur: organizational science in a global context. Academy of Management Review, 16(2), 262-290.

BRANNEN, M.Y. (1996). Ethnographic international management research. In: Punnett, B.J.; Shenkarm O. (Eds.), Hand-book for international management research. Blackwell, Cambridge, pp.115-143.

BRYMAN, A., Duncan, C. (2005). Quantitative Data Analysis with SPSS 12 and 13 - A Guide for Social Scientists. Routledge, London.

BUCKLEY, P.J., Casson, M.C. (1998). Analyzing Foreign Market Entry Strategies: Extending the Internalization Approach. Journal of International Business Studies, 29(3), 539-561.

BUTT, A.N., Jaeger, A.M., Kim, S.S. (2010). Convergence and Divergence can be two Faces of the Same Coin: The Emergence of a Global Managerial Culture and its Impact on Managerial Dynamics in Developing Countries.AIB Annual Meeting. Rio de Janeiro, Brazil:Academy of International Business.

CLIFFORD, J., Marcus, G.E. (1986).Writing culture: the poetics and politics of ethnography. University of California Press, Berkeley.

CHU, R.A., Wood, T.J. (2008). Cultura organizacional brasileira pós-globalização: global ou local? Revista de Administração Pública, 42(5), 969-991.

CRESWELL, J.W. (2007). Projeto de Pesquisa: Métodos Qualitativo, Quantitativo e Misto. Artmed, Porto Alegre.

DAWSON, J. (2001). Strategy and opportunism in European retain internationalization. British Journal of Management, 12(1), 253-266.

DA MATTA, R. (1997). A Casa & a Rua: Espaço, Cidadania, Mulher e Morte no Brasil. Guanabara, Rio de Janeiro.

Eisenhardt, K. (1989). Building Theory from Case Study Research. Academy of Management Review, 14(4), 532-550.

FREYRE, G. (1984). Casa-Grande e Senzala. Livraria José Olympio, Rio de Janeiro.

GLOBE, T.F. (2006). Syntax for GLOBE National Culture, Organizational Culture, and Leadership Scales Glandale.The GLOBE Foundation, USA.

HILAL, A.V.G. (2006). Brazilian National Culture, Organizational Culture and Cultural Agreement: Findings from a Multinational Company. International Journal of Cross Cultural Management, 6(2), 139-167.

HOFSTEDE, G.H. (1983). National Cultures in four Dimensions: A Research-based Theory of Cultural Differences among Nations. International Studies of Management and Organizations, 13(1-2), 46-74.

HOFSTEDE, G.H. (1991). Cultures and Organiztions : software of the mind. McGraw-Hill, New York.

HOFSTEDE, G.H., Hilal,A.V.G., Malvezzi, S.,Tanure, B.,Vinken, H. (2010). Comparing Regional Cultures Within a Country: Lessons From Brazil. Journal of Cross-Cultural Psychology, 41(3), 336-352.

HOOGVELT, A. (2001). Globalization and the Postcolonial world. 2. ed. Palgrave, Basing-stoke.

HOUSE, R. (1998).A brief history of GLOBE. Journal of Managerial Psychology, 230-238.

HOUSE, R., Javidan, M., Dorfman, P. (2001). Project GLOBE: An Introduction. Applied Psychology. 50(4), 489-505.

HOUSE, R., Javidan, M., Hanges, P., Dorfman, P. (2002). Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE. Journal of World Business, 37(1), 3-10.

INGLEHART, R., Baker, W.E. (2000). Modernization, Cultural Change, and the Persistence of Traditional Values. American Sociological Review. 65(1), 19-51.

INGLEHART, R., Welzel, C. (2005). Modernization, Cultural Change, and Democracy. The Human Development Sequence. Cambridge University Press, London.

Jack, G., Westwood, R. (2009). International Cross-Cultural Management Studies. A postcolonial reading. Palgrave Mac-Millan, London.

JAEGER, A., AVRICHIR, I., BUTT, A., M., F., Hafsi, T. (2010). Managerial Values in Developing Countries: Global Convergence or Local Divergence? In: Singh, P.,Verma, S. (Eds.), Organizing and Managing in the Era of Globalization. Sage, New Delhi, pp. 259-271.

JARZABKWOSKI, P. (2004). Strategy as Practice: Recursiveness, Adaptation, and Practices-in-Use. Organization Studies, 25(4), 529-560.

JARZABKWOSKI, P. (2005). Strategy as Practice:An Activity-Based Approach. Sage Publications, London.

JARZABKWOSKI, P. (2010). An activity-theory approach to Strategy as Practice. In: Golsorkhi, D., Rouleau, L., Seidl, D., Vaara, E. (Eds.), Cambridge Handbook of Strategy as Practice. Cambridge University Press, Cambridge, pp. 127-140.

JARZABKWOSKI, P., Balogun, J., Seidl, D. (2007). Strategizing: the challenges of a practice perspective. Human Relations, 60(1), 5-27.

JAVIDAN, M., DORFMAN, P.W., LUQUE, M.S., HOUSE, R.J. (2006). In the eye of the Beholder: Cross-cultural lessons in leadership from project GLOBE. Academy of Management Perspectives, 20(1), 67-90.

JOHNSON, G., LANGLEY, A., MELIN, L., WHITTINGTON, R. (2007). Strategy as Practice: Research, Directions and Resources. Cambridge University Press, Cambridge.

KARLSEN, T., SILSETH, P.R., BENITO, G.R.G., WELCH, L.S. (2003). Knowledge, internationalization of the firm, and inward-outward connections. Industrial Marketing Management, 32(5), 385-396.

KATZ, C. (2001). On the grounds of globalization: a typography for feminist political engagement. Signs, 26(1), 1213-1234.

LIESCH, P.W.; KNIGNT, G.A. (1999). Information and hurdle rates in small and medium enterprise internationalization. Journal of International Business Studies. 30(2), 383-394.

MACHADO-DA-SILVA, C.L., OLIVEIRA, P.T. (2001). Características culturais nacionais em organizações industriais do setor alimentício paranaense. Organizações & Sociedade, 8(22), 27-48.

MACHADO-DA-SILVA, C.L., SHIMONISHI, J.S. (2003). A influência de traços culturais nas atividades gerenciais de organizações altamente estruturadas. Revista Administração em Diálogo, 4(1), 3-22.

MELIN, L. (1992). Internationalization as a strategy process. Strategic Management Journal, 13(1), 99-118.

MERRIAM, S.B. (2009). Qualitative Research: a guide to design and implementation. Jossey-Bass, San Francisco.

MOTTA, F.P. (1997). Cultura e organizações no Brasil. In: Motta, F.P., Caldas, M.P. (Eds.), Cultura organizacional e cultura brasileira. Atlas, São Paulo, pp. 3-18.

NEGHANDI, A.R. (1975). Comparative Management and Organization Theory:A Marriage Needed.Academy Management of Journal, 18(2), 334-344.

NEMAN, K. L., NOLLEN, S. D. (1996). Culture and congruence: the fit between management practices and national culture. Journal of International Business Studies, 27(4), 753-779.

OVERING, J. (2006). The backlash to decolonizing inteleectually. Anthropology and Humanism, 31(1), 11-40.

OVIATT, B. M., MCDOUGALL P. P. (2005). Defining international entrepreneurship and modeling the speed of internationalization. Entrepreneurship Theory and Practice, 29(5), 537-554.

PAPADOPOULOS, N., MARTíN MARTíN, O. (2010).Toward a model of the relationship between internationalization and export performance. International Business Review, 19(1), 388-406.

PARRY, B. (1987). Problems In Current Theories Of Colonial Discourse. Oxford Literary Review, 13(1), 25-58.

PETERSON, M.F. (2001). International collaboration in organizational behavior research. Journal of Organizational Behavior, 22(1), 59-81.

PFEFFER, J. (2005). Why do management theories persist? A comment on Ghoshal. Academy of Management Learning and Education, 4(1), 96-100.

RAGHURAM, P., MADGE, C. (2006). Towards a method for postcolonial development geography? Possibilities and challenges. Singapore Journal of Tropical Geography, 27(1), 270-288.

RALSTON, D.A. (2008). The crossvergence perspective: reflections and projections. Journal of International Business Studies, 39(1), 27-40.

RALSTON, D.A., GUSTAFSON, D.J., CHEUNG, F.M., TERP- STRA, R.H. (1993). Differences in Managerial Values: A Study of U.S., Hong Kong and PRC Managers. Journal of International Business Studies, 24(2), 249-275.

RAMOS, G. (1989). A nova ciência das Organizações: Uma reconceituação da riqueza das nações. Fundação Getúlio Vargas, Rio de Janeiro.

REDDING, S. G. (1994). Comparative management theory: jungle, zoo or fossil bed? Organization Studies, 15(3), 323-359.

SAID, E.W. (1978). Orientalism. Pantheon Books, New York.

SALAMI, R., SOLTANZADEH, J. (2012). Comparative analysis for science, technology and innovation policy: lessons learned from some selected countries (Brazil, India, China, South Korea and South Africa) for other LDCs like Iran. Journal of Technology Management & Innovation, 7(1), 212-227.

SARALA, R.M., VAARA, E. (2010). Cultural differences, convergence, and crossvergence as explanations of knowledge transfer in international acquisitions. Journal of International Business Studies, 41(8), 1365-1390.

SCHOLLHAMMER, H. (1969). The Comparative Management Jungle. Academy of Management Journal, 12,1), 81-97.

SCHOLLHAMMER, H. (1973). Strategies and Methodologies in International Business and Comparative Management Research. Management International Review, 13(6), 17-32.

SCHOLLHAMMER, H. (1975). Current Research On International And Comparative Management Issues. Management International Review, 15(2), 29-45.

SCHWARTZ, S.H. (1994). Are There Universal Aspects in the Structure and Contents of Human Values? Journal of Social Issues, 50(4), 19-45.

SCHWARTZ, S.H. (1994). Beyond individualism/collectivism: New cultural dimensions of values. In: U. Kim, H. C.Triandis, C. KAGITCIBASI, S. C. CHOI, YOON, G. (Eds.), Individualism and collectivism:Theory, methods, and applications. Sage Publications,Thousand Oaks, pp. 85-119.

SMITH, L.T. (1999). Decolonizing Methodologies: research and indigenous peoples. Zed Books and University of Otago Press, London and Dunedin.

SULLIVAN, D., (1994). Measuring the Degree of Internationalization of a Firm. Journal of International Business Studies, 25(2), 325-342.

TORRES JR., A.S., GATI, A.M. (2011). Identification of barriers towards change and proposal to institutionalize continuous improvement programs in manufacturing operations. Journal of Technology Management & Inovation, 6(2), 94-109.

TSUI, A.S. (2007). From homogenization to pluralism: international management research in the academy and beyond. Academy of Management Journal, 50(6), 1353-1364.

VERGARA, S., MORAES, C., PALMEIRA, P. (1997). Cultura brasileira revelada no barracão de uma escola de samba: o caso da família imperatriz. In: Motta, F.P., Caldas, M. (Eds.), Cultura organizacional e cultura brasileira. Atlas, São Paulo, pp. 21-55.

WEBBER, R.H. (1969). Convergence or divergence. Columbia Journal of World Business, 4(3). 75-83.

WELCH, C., PIEKKARI, R., PLAKOYIANNAKI, E., PAAVILAINEN-MäNTYMäKI, E. (2011). Theorising from case studies: Towards a pluralist future for international business research. Journal of International Business Studies, 42(5), 740-762.

WELCH, L.S. (1993). Luostarinen, R., Inward and outward connections in internationalization. Journal of International Marketing, 1(1), 46-58.

WESTWOOD, R.I. (2001). Appropriating The Other In The Discourse Of Comparative Management. In:Westwood, R.I., Linstead, S. (Eds.),The Language of Organization. SAGE; London, pp. 242-261.

WESTWOOD, R.I. (2004). Towards a postcolonial research paradigm in international business and comparative management. In: Marschan-Piekkari, R., Welch, C. (Eds.), Handbook of qualitative research methods for international business. Edward Elgar, Cheltenham, pp. 56-83.

WHITTINGTON, R. (1996). Strategy as Practice. Long Range Panning, 29(5), 731-735.

YIN, R.K. (2011). Qualitative Research from Start to Finish. The Guilford Press , New York.


Copyright (c)

2017 © Universidad Alberto Hurtado - Facultad de Economía y Negocios. 
Erasmo Escala 1835 - Santiago, Chile.
Economic Analysis Review | Observatorio Económico | Gestión y Tendencias 

Journal Supported by Chimera Innova Group