Andean Organizational Culture and Citizenship Behavior in Peru

Abstract

This chapter analyzes organizational culture and organizational citizenship behavior in Peru. A research was conducted at the beginning of 2017 in Peru, and 250 employees in Lima, Peru, participated in the research. The research was on the influence of organizational culture on citizen behavior. The results of the research study conducted in Peru indicated how participation, consistency, adaptability, mission, and performance impact the dimensions of behavior such as help, loyalty, initiative, civic virtue, self-development, and sportsmanship. It revealed a broad influence of consistent cultural traits on citizen behaviors of support, in addition to the development of citizen behaviors for initiatives and self-development if the company excelled at offering an opportunity for participation for collaborators. Overall, the results demonstrated the role of culture in Peru’s economy. Accordingly, knowledge regarding Peru’s language, religion, customs, cuisine, crafts, music, and dance is significant. The methodology of this study was based on the collection of documents and studies where the Andean culture has been the main reason for economic development in Peru. This chapter helps clarify the foundations for doing business in Peru by understanding the perception of Peruvian citizens and their distinctive characteristics of organizational behavior. The results presented in this chapter are obtained from the analysis of the economic evolution of Peru, its culture, its demography, and the study of how they do business in that country, in addition to analyzing how they make decisions, agreements and how they develop based on the principles of the Andean culture.

Citation

Terán-Cázares, M.M., Partida-Puente, A., García-de-la-Peña, M.E. and Espinosa-Domínguez, A.G. (2019), "Andean Organizational Culture and Citizenship Behavior in Peru", Blanco-Jimenez, M. and Álvarez, J.C. (Ed.) Regional Integration in Latin America, Emerald Publishing Limited, Leeds, pp. 89-98. https://doi.org/10.1108/978-1-78973-159-020191007