The role of individual cultural traits and proactivity in an organizational setting

Abstract

Purpose

The purpose of this research is to assess the impact of espoused individual cultural traits on proactive behaviors within an organizational environment. While there have been many reports about the positive outcomes of proactivity, there is much less known about the antecedents, particularly those related to culture.

Design/methodology/approach

Sales employees (n=147) in a multi-national organization from Australia, Canada, New Zealand, the UK, and the USA were surveyed to assess the impact of cultural trait influences on proactive behavior at the individual level. Using linear regression and partial least squares structural equation modeling, three independent variables were found to be significant antecedents to proactive behavior.

Findings

Long-term orientation positively influenced proactive behaviors as did uncertainty avoidance. Uncertainty avoidance was hypothesized to have a negative impact on proactive behaviors, but the results of this study implied that individuals found it safer to adjust to a fluid environment rather than to remain inflexible. No relationship was found between power distance and proactivity. Masculinity was found to be positively related to proactive behaviors but collectivism was not.

Research limitations/implications

The results of this study should be limited to its own population and not generalized to larger, more culturally diverse populations which were not represented in the sample.

Practical implications

This study provides better understanding of managerial proactive behavior related to cultural traits, particularly in the domain of field sales.

Originality/value

This study is unique in that it explores individual proactivity in an organizational selling environment related to cultural traits at the individual level.

Citation

D. Carson, K., S. Baker, D. and A. Lanier, P. (2014), "The role of individual cultural traits and proactivity in an organizational setting", Management Research Review, Vol. 37 No. 4, pp. 348-366. https://doi.org/10.1108/MRR-12-2012-0269