Contingency Theory and Culture: A Study of Matched English and the Indian Manufacturing Firms
通过对比英国和印度制造业企业的组织结构与管理风格，检验权变理论模型的适用性，发现该模型无法解释两国企业间的差异，而这些差异与社会经济条件和员工文化特质有关。
This paper reports on some of the findings of a cross-national study of organizational structure and management style conducted in England and India which, among other things, examines the validity of the model advocated by the proponents of the contingency perspective. The model, although it gains considerable support from some of the findings, is found to be inadequate in many respects. Differences are found between firms in the two societies and in relationships among variables that are not explicable by the conventional contingency model, but are consistent with differences in socio-economic conditions and with employees' cultural traits. The English and Indian cultures are contrasted.