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The authors study the role of collectivistic norms and beliefs on organizational citizenship behaviors (OCBs) in Mexico, including differences across gender and generations.

The authors researched the relationship between Mexican employees' collectivistic norms and beliefs and their OCBs, which the authors grouped into etic (universal), emic (regional) and unique (indigenous) categories, the latter referred to as Mexican OCBs (MOCBs). The authors also studied the role of gender and generations as moderators.

Collective norms had a positive relationship only on the etic OCBs of sportsmanship, while collective beliefs impacted altruism and civic virtue; the etic OCBs of personal development, protecting company resources, interpersonal harmony; and the MOCBs of dedication and camaraderie. Collective beliefs on the etic OCB of altruism, the emic OCB of protecting company resources and the unique MOCB of camaraderie were stronger for workers from Xers than for Millennials. Moderation tests also showed that collective belief had stronger effects on the emic OCB of protecting company resources and the unique MOCBs of dedication and camaraderie for men than for women.

Gender roles in emerging economies where society is characterized by collectivistic attributes, especially in a sample drawn from professional employees, may have changed. This could explain the reason why most of the interactions were stronger for men. Future studies involving gender roles should look beyond a demographic variable and design an instrument measuring self-perceptions of role identity, such as the Bem Sex Role Inventory (Bem, 1974). This study's findings could be generalized, particularly, to other Latin American nations, but scholars should acknowledge differences in economic development and gender roles, as well as unique cultural elements (Arriagada, 2014; Hofstede, 1980).

The results of this study yield three practical implications for international managers, including (1) distinguishing between the impact of changing cultural norms or beliefs on OCBs, (2) understanding how demographic factors such as gender or generation may influence the degree of OCBs exhibited in the workplace by specific employee groups, and (3) identifying cultural contexts which promote OCBs. First, workers from a younger generation in a collectivistic society, such as Millennials, respond less positively than workers from older generations to cultural beliefs concerning OCBs, such that they are less willing to engage in a particular category of OCBs including protecting company resources.

Global managers should be aware that employees engage in distinct OCBs for different reasons. Emphasizing cultural rules and norms behind helping one another may backfire in Mexico, particularly among men and younger generations of workers. This is understandable for these OCBs. For example, engaging in personal development for the organization's sake due to collective norms may be less effective that pursuing personal development opportunities that employees are passionate about or recognize as beneficial for their careers. Dedication and sportsmanship behaviors that stem from rules are likely less strong or effective as OCBs employees engage in due to strong beliefs or altruistic spontaneity.

The authors filled a gap in scholar's understanding of cultural norms and beliefs on behavior. Specifically, the authors found that cultural beliefs shape etic, emic and unique MOCBs, particularly for men and older generations, and that cultural norms have a negligible and sometimes negative role, being positively related only to the etic OCB of sportsmanship.

The design and introduction of new pay programs may be particularly challenging for multinational corporations (MNCs) because, given their diverse employee base, they face varied employee expectations regarding pay. We offer a model of how national cultural norms affect employee expectations for, and judgments about, pay fairness. We also describe how firms can best use two international compensation strategies for MNCs (a global integration strategy and a local responsiveness strategy) to optimize employees' justice judgments regarding new pay programs. More favorable justice judgments should improve the chances of new pay program survival and, subsequently, contribute to firm competitiveness.

This paper aims to describe how organizational culture is manifested in behavioral norms and expectations, focusing on 12 sets of behavioral norms associated with constructive, passive/defensive, and aggressive/defensive cultural styles.

The organizational culture inventory, a normed and validated instrument designed to measure organizational culture in terms of behavioral norms and expectations, was used to test hypotheses regarding the impact of culture. Data are summarized from 60,900 respondents affiliated with various organizations that have used the instrument to assess their cultures. Also presented is a brief overview of a practitioner‐led assessment of four state government departments.

The results of correlational analyses illustrate the positive impact of constructive cultural styles, and the negative impact of dysfunctional defensive styles, on both the individual‐ and organizational‐level performance drivers. The results clearly link the dysfunctional cultural styles to deficits in operating efficiency and effectiveness.

The concept of organizational culture is derived from research in the field of organizational behavior characterized by use of qualitative methods. Yet, one of the most powerful strategies for organizational development is knowledge‐based change, an approach that generally relies on the use of quantitative measures. Although both methods share the potential for producing cumulative bodies of information for assessment and theory testing, quantitative approaches may be more practical for purposes of knowledge‐based approaches for organizational development generally, and assessing cultural prerequisites for organizational learning and knowledge management specifically.

This study aims to examine the effects of the advertising appeals (AP) on consumers’ behavioural intention, specifically to use global brands. In addition, the study investigates how attitude operates as a process variable that mediates the relationship between AP and behavioural intention (BI). This paper also explores the congruity of individuals’ norms in advertising appeal–intention relationship. Centred on the theory of planned behaviour, this study proposes a model that encompasses norm congruence, in which the degree of individuals’ uncertainty avoidance (UA) moderates the relationship between advertising appeal (AP) and behavioural intention (BI), and attitude towards advertising appeal (AT) serve as key causal mechanism that mediates advertising appeal–behaviour relationship.

The proposed model was tested using a 2 × 2 experimental design with a sample size of 372.

Results showed that the relationship between AP and BI based on global brands is significantly mediated by attitude towards AP and moderated by uncertainty avoidance. These findings have yielded partial validation of the proposed model and have provided empirical support for the roles of uncertainty avoidance and attitude towards AP.

The authors propose that marketers should reduce the level of consumers’ uncertainty. Uncertainty avoidance effects can be achieved through the dissemination of norm-congruent advertisement appeals and by placing more weight on social compatibility attributes which may gratify consumers’ interest, sebsequently enhance the intention of Muslim consumers to use global brands.

A moderator is a variable that affects the strength of the relation between the predictor and criterion variable. This paper also explores the congruity of individuals’ norms in advertising appeal–intention relationship. Previous studies did not capture any effects of culturally congruent advertising appeals by considering the level of uncertainty avoidance influence on individuals’ intention to use global brands in a Muslim country context. In response to the recent calls for research to re-examine the antecedents of the theory of planned behaviour, this study re-evaluates the roles of attitude towards AP and the interaction of cultural norms.

Based on extensive empirical fieldworks conducted in Belgian and French family justice courtrooms in order to explain how culture and ethnicity are processed and understood in the daily reasoning and assumptions of legal professionals, this chapter analyzes different forms in which culture and ethnicity are framed in family law cases. Understanding how and along which dimensions these elements do vary in judicial reasoning constitutes the preliminary but necessary step before assessing the need of cultural expertise as such. In this attempt, we shed light on a scope of variations between complex and non-deterministic models of culture – consistent with contemporary anthropology literature – and more simplistic ones, in which culture and identity are conceived as fixed realities. Throughout this path between norms, facts, and stereotypes, we illustrate not only the multiplicity and complexity of forms which cultural elements can take in the exercise of family justice, but also the risks that some significances may carry with them and the urgent need to improve more fluid and dispassionate conceptions of cultural diversity before developing “cultural expertise” as such, an expertise that could otherwise reinforce stereotypical and fixed views of “cultures.”

This study aimed at exploring food related cultural norms that influence rural mothers' food selection for their primary school aged children (aged 4–7 years).

This is a qualitative study conducted in northern parts of Balochistan province of Pakistan. The Theory of Planned Behaviour (TPB) was applied as the theoretical framework of the study. Within a qualitative research method four focused group interviews with 30 rural mothers were employed to generate data.

The study found that mothers’ food selection for their children was heavily influenced by certain cultural norms that have become taboos with the passage of time. It is evident through findings that subjective norms have a greater influence on mothers' behaviour than their attitude and perceived behavioural control (PBC).

We ensure originality of this research paper as fewer researches have been conducted to further elaborate the link between socio-cultural norms and food selection. In particular, the influence of this close relationship on child health has been of limited consideration in a developing context. This paper has neither been published elsewhere, nor it is currently under consideration for publication in any other journal.

This article examines the interaction between Western leadership and authority practices and those of a non‐Western culture in their managerial and organizational contexts. Specifically, it examines the mechanism for organizational commitment through the use of a non‐Western authority relationship in a Western organization situated in a non‐Western culture. Data concerning the experience of an organizational change in a non‐Western cultural context fail to confirm some of the ideas advanced in the divergence and convergence thesis. An alternative framework for conceptualizing the process of interaction and outcome of organizational development in situations of cross‐cultural transfer and application of management practices is proposed.

The purpose this paper is to examine a prevailing assumption that the culture of organisations is homogenous. It explores the culture of one project organisation with multiple offices.

A quantitative questionnaire and qualitative research method of cultural immersion was used. The ethnographic Douglas grid‐group was used to filter the findings: isolate, competitive, hierarchical and egalitarian positions. Hofstede's dimensions were overlaid to enhance the analysis.

The research found distinct cultural differences in the same organisation. Competitive and hierarchical factors are found with some evidence of egalitarian behaviours. Regional cultural factors affected behaviour and organisational practices. Individuals actively negotiated dominant behaviours and cultural norms. The Hofstede dimensions are in evidence around roles and functions. The findings showed a stronger influence from the dominant social culture of the region than the organisational culture.

Organisations cannot be assumed as homogeneous. The influence of the dominant social culture and competing cultural influences within organisation requires further analysis.

Generating a coherent organisational culture with aligned norms is a difficult management problem, especially for an organisation with multiple offices. Establishing consistent norms also poses challenges for the management of projects.

The tendency to assume cultural homogeneity requires closer attention in organisational research and practice. This paper employed a unique combination of methods to explore the issue. The primary contribution is a demonstration of the need for practitioners and researchers to pay more attention to the dynamic formation and effects of culture in organisations and for projects.