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Smart card-based E-payment systems are receiving increasing attention as the number of implementations is witnessed on the rise globally. Understanding of user adoption behavior of E-payment systems that employ smart card technology becomes a research area that is of particular value and interest to both IS researchers and professionals. However, research interest focuses mostly on why a smart card-based E-payment system results in a failure or how the system could have grown into a success. This signals the fact that researchers have not had much opportunity to critically review a smart card-based E-payment system that has gained wide support and overcome the hurdle of critical mass adoption. The Octopus in Hong Kong has provided a rare opportunity for investigating smart card-based E-payment system because of its unprecedented success. This research seeks to thoroughly analyze the Octopus from technology adoption behavior perspectives.

Cultural impacts on adoption behavior are one of the key areas that this research posits to investigate. Since the present research is conducted in Hong Kong where a majority of population is Chinese ethnicity and yet is westernized in a number of aspects, assuming that users in Hong Kong are characterized by eastern or western culture is less useful. Explicit cultural characteristics at individual level are tapped into here instead of applying generalization of cultural beliefs to users to more accurately reflect cultural bias. In this vein, the technology acceptance model (TAM) is adapted, extended, and tested for its applicability cross-culturally in Hong Kong on the Octopus. Four cultural dimensions developed by Hofstede are included in this study, namely uncertainty avoidance, masculinity, individualism, and Confucian Dynamism (long-term orientation), to explore their influence on usage behavior through the mediation of perceived usefulness.

TAM is also integrated with the innovation diffusion theory (IDT) to borrow two constructs in relation to innovative characteristics, namely relative advantage and compatibility, in order to enhance the explanatory power of the proposed research model. Besides, the normative accountability of the research model is strengthened by embracing two social influences, namely subjective norm and image. As the last antecedent to perceived usefulness, prior experience serves to bring in the time variation factor to allow level of prior experience to exert both direct and moderating effects on perceived usefulness.

The resulting research model is analyzed by partial least squares (PLS)-based Structural Equation Modeling (SEM) approach. The research findings reveal that all cultural dimensions demonstrate direct effect on perceived usefulness though the influence of uncertainty avoidance is found marginally significant. Other constructs on innovative characteristics and social influences are validated to be significant as hypothesized. Prior experience does indeed significantly moderate the two influences that perceived usefulness receives from relative advantage and compatibility, respectively. The research model has demonstrated convincing explanatory power and so may be employed for further studies in other contexts. In particular, cultural effects play a key role in contributing to the uniqueness of the model, enabling it to be an effective tool to help critically understand increasingly internationalized IS system development and implementation efforts. This research also suggests several practical implications in view of the findings that could better inform managerial decisions for designing, implementing, or promoting smart card-based E-payment system.

The study addresses the mechanism of how cultural dimensions influence the different dimensions of emotional intelligence. Building on the cascading model described by Joseph and Newman (2010), we extend our previous findings (Gunkel, Schlaegel, & Engle, 2014) by exploring the influence of cultural dimensions on a cascading model of emotional intelligence.

We use survey data from 2,067 business students in nine countries (China, Colombia, Germany, India, Italy, Russia, Spain, Turkey, and the United States), representing 8 of the 11 cultural clusters identified by Ronen and Shenkar (2013).

We find that uncertainty avoidance and long-term orientation have a positive influence on self-emotional appraisal, which in turn influence regulation of emotion, which then has a positive influence on the use of emotion. At the same time, others’ emotional appraisal mediates the relationship between all cultural dimensions except power distance and use of emotion. We also find that uncertainty avoidance, masculinity, and long-term orientation directly influence the use of emotion, suggesting a partial mediation effect.

Our findings have to be interpreted in the light of the limitations of our approach owing to the cross-sectional study design and the limited generalizability of the sample.

We contribute to the existing literature by examining the mechanism through which culture influences the different facets of emotional intelligence and whether and how the different facets affect each other. The proposed influence of culture on a cascading model of emotional intelligence provides a more detailed and nuanced understanding of the mechanism and the pathways in which culture affects emotional intelligence.

In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being paid to the appropriateness of various human resources management (HRM) practices because practices that may be effective within one cultural context may not be effective in other cultural contexts. This chapter argues that a multi-level perspective is needed to explain the interplay between HRM practices and employee responses across cultural contexts. Specifically, the multi-level framework developed in this chapter elucidates the importance of fit between HRM practices, individual values, organizational values, and societal values. Societal values play a key role in the adoption of HRM practices, and the effectiveness of these HRM practices will depend largely on “fit” or alignment with the values of the societal culture in which the organization is operating. HRM practices also shape the collective responses of employees through organizational climate at the organizational level and through psychological climate at the individual level. For positive employee attitudes and responses to emerge, the climate created by the HRM practices must be aligned with societal and individual values. Building on these notions, the strength of the societal culture in which the organization is operating serves as a mechanism that links relationships between climate, value fit, and attitudes across levels of analysis. The chapter concludes with some recommendations for future research and implications for practice.

The study aims at reviewing a synthesis of the impact of culture on the implementation of International Financial Reporting Standards (IFRS) in an attempt to provide directions for future research. From the extensive structured review of literature from 106 articles, 23 related articles were analysed. The SCOPUS database tool was used to search the articles. Over the last three decades (188–2018), a total of 23 articles were published from 18 journals. Four journals contribute to 39% articles including Advances in Accounting (2), Critical Perspectives on Accounting (2), European Research Studies Journal (2), and International Journal of Accounting (3). In total, 22% of the articles had no citations. Most of the articles used Hofstede’s theory of culture and utilised quantitative data analysis. Interestingly, 48% of the articles did not apply any theory. The study calls for future research on comparative and regional and other theories to inform the policymakers on cultural implication on global IFRS implementation.

This chapter explores the nature of the cultural context that frames value creation and provides insight to the way in which value is collaboratively created, or co-created, in markets.

We develop a conceptual framework and research propositions for studying the co-creation of value-in-cultural-context through the intersection of consumer culture theory (CCT) and service-dominant (S-D) logic and the integration of a practice-theoretic approach for value co-creation.

The integration of CCT, S-D logic, and practice theory provides a conceptual framework for studying the co-creation of value among multiple stakeholders and the (re)formation of markets.

Drawing on this framework, marketers can contribute to the co-creation of new markets by influencing changes in cultural contexts – practices, norms, meanings, and resources – that frame value co-creation and exchange.

This chapter explores the integration of CCT and S-D logic by focusing on value co-creation and applying a practice approach to further weave together these distinct research areas. In addition, the proposed framework elaborates the conceptualization of value-in-context to consider the cultural context that influences and is influenced by the co-creation of value.

The focus of global training has primarily been on preparing employees to work effectively in other cultures, such as in expatriate training, acculturation training, and training for technology transfer. One issue that has been ignored is the implication of using training systems that are developed in a specific cultural context and then deployed globally. This chapter proposes a framework to show the influence of culture on one aspect of training effectiveness, the transfer of newly learned skills to the job. Specific relationships are proposed, using Baldwin and Ford’s (1988) transfer of training framework as a guide, and also by synthesizing findings from areas such as cross-cultural psychology, human resource management, education, and technology management.

Purpose: Culture is not only shared, and it is often interpreted and expressed over time. Also, culture may lead to the promotion of creativity and innovation within a specific region and motivate individuals or groups to cultivate an entrepreneurial spirit. This chapter explores how companies can apply cultural influences differently and how governments/higher offices encourage cultural influences in innovation.

Design/methodology/approach: The chapter mainly aims at the technology trends in infrastructure and innovation in the Middle East and North Africa (MENA) region. The chapter aims to demonstrate how culture is shaped by innovation in education, patterns, and how the education system has developed, benefiting upcoming entrepreneurs in regions like Saudi Arabia, Egypt, Oman, the United Arab Emirates, and Bahrain.

Findings: This chapter examines the cultural history of various cultures, improving and promoting economic innovation and competitiveness. Thus, innovation involves new product creation, whereas innovation involves using the existing application with a creative approach to address the problems. Innovation and entrepreneurship are interlinked and dependent on each other, which considers aspects like practices, tasks, and responsibilities.

Originality/value: This chapter of the book focuses on culture and innovation mainly, which affects technological trends and entrepreneurship. Also, the chapter would be beneficial for the educational department that progresses in development and encourages students toward creativity.

In this study, we analyze sport as a cultural product of a particular place. We use the concept of “tradition” to highlight the collective (as opposed to individual) aspects of sport, emphasizing the importance of temporality, emergence, and novelty in social processes. We conducted a case study of internationally successful Icelandic men’s team handball that provides an interesting topic in this respect. Our findings challenge decades of research on sport that has stressed innate talent, individual qualities or physiological processes rather than the sociocultural processes. They support the interactionist approach to culture showing how local culture, rooted in specific interaction settings, influences the formation and development of a successful sport tradition. It is the way that cultural elements interact and combine in various networks that is crucial for national variations in playing sport. The social processes involved are best captured by Mead’s concepts of emergence, novelty, and the principle of sociality. These concepts help us to explain how unique national styles of playing sports derive from general cultural and social mechanism that interact to produce emergent and novel national variations. Our findings also support and extend earlier work on craftsmanship indicating that crafts-work, which is a part of an organized community resembling the old “workshop,” explains in part how innovations originate in sport-specific and other local networks. These theories offer a sociological extension of pragmatic theories of learning, emphasizing the group in the tradition of Mead.