The need for intercultural management : a study of selected U.S. Army experiences in pre-unified Germany / by Judith J. Reid.
The focus of this study was to understand the cultural interface between the U.S. Army stationed in western Germany and the people of the Federal Republic of Germany. The research was conducted largely in the summer of 1990 just weeks before the unification of Germany. The snapshot offered here was the last one of this historic time before dramatic change swept over Central Europe. The central research question was: What were some elements of the organizational culture of the United States Army stationed in western Germany that influenced its ability to be culturally sensitive to its host-nation environment? Corollary questions included: What was the cross-cultural relationship between the U.S. Army and the western Germans? What could be learned by Americans, Germans, multinational corporations and foreign military commanders from the successes and failures of the cultural dialogue between these two groups? The research was two-pronged: a review of four case studies, plus Edgar Schein's Ten Step Approach to analyzing organizational cultures were used to understand the cultural interface between the two groups. The four cases were the Pershing II Fire, AFRC Hotel in Garmisch, Clay Kaserne and the Wildflecken Ranges. Over eighty-four military, civilian and German subject matter experts were interviewed. Schein's Approach resulted in a cultural profile of the U.S. Army stationed in Germany. Conclusions were that internal and external cultural relations needed to be actively managed by international organizations and that this process could be made more difficult by the possible existence of a dominant culture. In the case of the U.S. Army, the culture of the organization was so strong that it dominated cultural interchange between the U.S. Army and the Germans.
Record last modified: 2018-05-22 11:46:00
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