Search results

Person-environment (PE) fit theory suggests that value congruence (fit) leads to the job pursuits intention (Cable and Judge, 1996) which is also influenced by cultural norms (Ma and Allen, 2009). Due to stringent job market condition along with its people, as a part of collectivistic culture, having poor self-concept consistency, value congruence may unfold different phenomenon in Indian context. Therefore, the present study intends to explore the existing fit theory on different cultural norms and different job market condition with entry-level job pursuits as participants.

The fit was measured both objectively and subjectively in a mixed method research design. Top 100 institutes ranked in NIRF (National Institutional Ranking Framework) (under Management category) were approached for data collection and 41 institutes agreed to participate. Data were collected in four phases from 2,714 entry-level job pursuits and domain experts based on web-based job advertisements. Krippendorff's alpha was calculated for measuring objective fit, and the subjective fit was measured through quadratic structural equation modeling with response surface analysis.

Findings revealed lack of value congruence objectively; and no influencing role of subjective fit in job pursuits intention. This indicated that neither Indian employers nor entry-level job pursuits were concerned about value congruence. The post-hoc analysis suggested that poor self-concept consistency as a cultural norm led to such atypical findings.

The present study suggests that fit may lead to different phenomena of entry-level job pursuits intention with different contextual and cultural norms.

Multinational corporations (MNCs) at their foreign subsidiaries hire local employees, whose cultural values may differ from the organisations' home cultures. Such value differences may pose managerial difficulties, making it critical to observe whether working at MNCs changes local employees' cultural values, reducing these differences. This study investigates how and to what extent local employees from a collectivistic culture acculturate their ethics-related values when working at MNCs' foreign subsidiaries. The authors examine (1) whether local employees change their values to become closer to the MNCs' home cultures, and if so, (2) whether the cultural distance between the MNCs' home and host national cultures affect the degree of such adaptation.

Survey data were collected through stratified random sampling from Thai employees of a Japanese-owned MNC (n = 196), a UK-owned MNC (n = 143) and a Thai-owned organisation (n = 137), all operating in Thailand. Hypotheses were developed using Berry's bidimensional acculturation model and were tested using OLS and logistic regression analyses.

The study's findings indicate that MNCs' local employees from collectivistic cultures adopt Berry's integration acculturation strategy and acculturate their ethics-related values – collectivism, ethical relativism, collective responsibility preference and executive pay differentiation tolerance – towards the values prevalent in MNCs' home cultures. Overall, acculturation is greater when cultural distance is greater. New insights are presented in relation to collective responsibility preference and pay differentiation tolerance.

Findings add to current knowledge on acculturation in management by (1) providing new insights into value acculturation (2) utilising Berry's acculturation model to analyse employees' acculturation within an organisation in the context of an emerging economy, outside the more frequently studied topic of mergers and acquisitions, and (3) investigating the impact of cultural distance on the degree of employee acculturation outside the field of expatriate adjustment.

The study explores accountants' views of the likelihood of widespread accounting manipulation in the emerging economy, Vietnam. Applying the fraud triangle framework, we examine accountants' responses to management pressure, manipulation opportunities and perceptions of how they rationalize their decisions.

The study uses an experimental methodology involving 592 Vietnamese accountants as participants. Post-experiment field interviews were conducted with eight highly experienced accountants.

Our findings indicate that accounting manipulation is perceived to be common in Vietnam. The findings reveal that there is no differentiation between manipulation of accounting transactions with or without management pressure and no differentiation between collective gain or individual gain.

While the study focused on accountants' perceptions of accounting manipulation, these views may change over time. The impact of law reforms and the potential for prosecution under the force of law provisions could alter these perceptions.

The study findings alert regulators, government authorities and auditors of the perceptions and views in relation to accounting manipulation and the potential for fraud in Vietnam. Auditors could use help from forensic specialists to uncover unethical behaviors identified in this study.

The fraud triangle framework is used to shed light on fraud through the examination of accounting manipulation in Vietnam. We contribute to the relevant accounting literature with insights into accountants' motivations toward conducting questionable accounting transactions. The contributions we make draw attention to preconceptions of Asian societies; in particular, accounting actions to motivate collectivist gains. While we shed further light on fraudulent accounting, we conclude that the fraud triangle framework does not necessarily articulate fraud well in relation to accounting manipulation in emerging economies.

The main goal of this research is to describe the talent management process via social networking sites (SNS) in emerging economies of India and Mexico.

The chapter uses a conceptual approach to detail the subject matter and adopts two theoretical frameworks to enhance understanding of the topic.

India and Mexico have welcomed various forms of SNS as strategic organizational tools for talent management. In India, Orkut is adopted to attract technical employees, Facebook is used to source overseas applicants, and Linkedin is sourced for management professionals. In Mexico, Facebook, Twitter, and YouTube predominantly provide applicants for young talent, while LinkedIn provides applicants for upper-level talent. This research also identifies the role of national cultures and data privacy laws in both these countries.

This research is a conceptual paper and any future research will benefit from having either empirical or qualitative research to substantiate the results.

Practitioners might also benefit from this chapter as it distinguishes how different cultures use SNS for recruitment practices. Some cultures prefer to use SNS predominantly for its social aspect while others favor its practicality value. Global managers may be interested to identify where social networks are easily accepted for work-related practices.

There seems to be a paucity of research on SNS in emerging economies. This chapter provides pioneer work in two emerging economies by identifying relevant statistics, developing a model, and listing current SNS. Thus this research helps fill the gap in the extant cross-cultural literature on SNS.

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 primary purpose of this research paper is to understand the role of national cultural dimensions on “best” HRM (human resource management) practices in India. India is considered a major emerging economy in the world today. US multinationals are significantly increasing their presence in India. An understanding of “best” local HRM practices will help global practitioners adopt better HRM strategies.

This qualitative paper uses a multiple‐case design method of three “best” Indian companies. The interviews were tape‐recorded and transcribed to understand the interview material clearly. The cases were analyzed independently followed by a cross‐case synthesis of the results. Construct validity, internal reliability, and external validity were followed according to scholarly guidelines required for a quality case analysis.

This research identifies the role of national cultural dimensions of power distance, uncertainty‐avoidance, in‐group collectivism, and future‐orientation on “best” HRM practices. It was observed that these three organizations have a strong focus on employee referrals (collectivist orientation), elaborate training and development (future orientation), developmental performance management (collectivist orientation), egalitarian practices (power‐distance), and family friendly practices (collectivist orientation). The various HRM practices are elaborated in the results section.

This study provides preliminary guidelines for global practitioners who may be interested in doing business in India. The paper provides a model of “best” HRM practices adopted by these three companies and also a strategic model integrating the national cultural dimensions to understand the HRM practices better.

This qualitative research integrates national cultural dimensions and “best” practices to provide a better understanding of culture. Studies have not examined the role of national cultural dimensions and best practices per se. Traditionally most studies on culture adopt the national cultural dimensions of Hofstede's – this study uses the scores of the GLOBE cultural study which is considered contemporary and distinguished in its research.

Luxury companies have expanded globally, but little attention is given to the difficulties associated with expansion to culturally different countries, especially when focusing on training salespeople in rapport-building behaviors. To address this discussion, we answer these research questions: (1) Does the luxury fashion brand country of origin affect the rapport-building strategies of salespeople?; (2) How do luxury fashion employees classify customers from collectivistic cultures with emerging economies, such as that in Brazil?; and (3) What are the rapport-building strategies used by these salespeople for each of these luxury fashion customer segments?

The authors conducted in-depth interviews with salespeople, managers and team supervisors from four global luxury retailers from Britain, France and Italy that operate in Brazil. In total, the authors interviewed 20 employees with an average of greater than 7 years of experience in luxury sales. The authors based their analysis on a theoretically generated coding guide and content analysis theories.

When expanding to culturally different countries, retail companies should adopt glocal strategies, especially when luxury is involved and when customers demand exclusive attention from companies. Additionally, the authors suggest that the effectiveness of rapport building strategies is culturally dependent and should be adapted to the microlevel, especially for continental countries that are culturally diverse.

This is employee-view research, with no inputs from customers or corporate managers. Luxury fashion brand stores did not grant permission for official research within their employees nor the observation of their customers during in-store interactions. Researchers interviewed employees as individual professionals, and their identities will remain anonymous.

When expanding to culturally different countries, luxury retailers should give special attention to the adaption of sales strategies, training and sales guidelines.

This study focuses on customer-employee rapport from the company's perspective.

The purpose of this paper is to provide insights into indigenous, solution-based business models and their relevance for inclusive service innovation within specific social contexts in emerging economies, with particular emphasis on the role of culture and technology.

A proposed framework illustrates four factors that nurture socially driven service innovation in emerging economies: solution, inclusion, culture, and technology. Extant literature from studies in India, Latin America, and China illustrates distinct indigenous innovations and service relationships that exist at the base of the pyramid (BoP), which provides a foundation for a better understanding of socially inclusive service innovations.

A conceptual model of inclusive service innovation reflects an integrated, virtuous cycle, composed of service relationships that stem from the BoP at various levels of analysis across different income segments. These findings suggest notable research directions.

This study reinforces the importance of a solution orientation as a competitive business model to gain customer engagement.

Researchers and practitioners in emerging and advanced economies can use the approach suggested by this paper in their efforts to build sustainable business cultures and improve the well-being of society.

Previous research has not addressed the social or communal roles of service innovation; this study proposes an innovative switch from a traditional strategy of selling services toward a proactive approach that involves low-income customers as active resources to co-create social and business value.