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The cultural dimensions of the Hofstede and Global Leadership and Organizational Behavior Effectiveness (GLOBE) studies are often used to capture cultural differences and operationalize them in academic research, corporate business, and teaching. The purpose of this paper is to investigate if this context is appropriate for the Indian information technology (IT) offshore services industry; that is, if Indian culture can be measured with group-referenced items, averaged, and explained by discrete dimensions.

The authors devised items based on the GLOBE study, and conducted empirical research with 291 employees of two services sourcing providers in Pune and Bangalore, India. The authors then scrutinized the data set on item and dimension level using statistical methods, such as interrater agreement, t-test, arithmetic mean, and standard deviation.

An interpretation of the analysis posits that cultural assumptions based on dimensions and means are problematic in the context of the Indian IT offshore services industry. The two digit exact values of the GLOBE study (and similarly the ordinal scale by Hofstede) suggest a level of accuracy and absoluteness which could not be replicated in the empirical research. Therefore, one authors should be very careful referring to Indian national culture when conducting intercultural awareness programs and coaching international teams who are engaging with India.

The GLOBE study omits to report basic statistics of questionnaire development. Through this replication study in India, the authors provide empirical evidence that the construct validity of cultural dimensions and the concept of national/group averages may be flawed.

The purpose of this paper is to find consumption-related similarities and differences between the three major dimensional models of national culture, to help researchers select specific models or dimensions for their cross-cultural studies.

First, a review of the theoretical background of cultural values and three models of national culture is provided: those by Hofstede, Schwartz and GLOBE. Then these models are compared through partial correlation analysis, controlling for GNP/capita of a set of 25 relevant consumer behavior-related data with country scores of 21 dimensions of the three dimensional models.

Of all models several dimensions explain differences in consumer behavior. Some dimensions explain values related to specific consumer behavior domains better than others. Only a few dimensions of different models do not show meaningful interesting relationships with consumer behavior issues. Dimensions with the same label do not explain similar differences.

Cross-cultural researchers can choose from the several cultural models, but selecting a model only based on descriptions of the contents of dimensions is difficult. The relationships of dimensions with concrete consumer behavior data found in this study facilitate choice. This analysis may help researchers who consider conducting cross-cultural analysis of consumer behavior data to select a specific model, or specific dimensions of different models that apply best to their research question.

This is the first study that compares the three major dimensional models with examples of consumer behavior-related items.

The purpose of this paper is to highlight the ongoing misapplication of the Hofstede and GLOBE national culture dimensions at the individual level of analysis in both research and teaching. It provides suggestions as to how these national level constructs might be used in analysis and the challenges such use presents to researchers.

The methodology used by Hofstede and GLOBE in their calculation of national culture dimensions is discussed together with the implications.

The consequences of the national nature of the Hofstede and GLOBE national culture dimensions are that the dimensions do not exist at the individual level. The paper explains why, in spite of this, the dimensions continue to be misapplied to individuals.

There are important implications for practitioners. The cultural assumptions often made about individuals in different countries based on the Hofstede and GLOBE dimension scores are invalid. Practitioners should not use national culture dimension scores in individual‐level culture related decision making.

The paper is the first that is focused on the invalid projection of national culture dimensions onto individuals and which highlights the origins and the ongoing nature of this problem.

The purpose of this paper is to examine whether the direction of cultural distance in individualism, power distance, uncertainty avoidance, and masculinity affects bilateral foreign direct investment (FDI) activities.

Panel data that include bilateral FDI between 21 OECD countries, and for FDI from these OECD countries to 14 non‐OECD countries between 1980 and 2000 were used. In addition, hypotheses were tested by using Hofstede's cultural dimensions for FDI between 1980 and 1989 and then by applying the GLOBE (Global Leadership and Organizational Behavior Effectiveness) cultural indices for FDI between 1990 and 2000.

It was found that difference in individualism between two countries encourages FDI while difference in power distance discourages FDI. In addition, based on Hofstede's cultural scores, the direction of cultural distance matters when a host and a source country differ in uncertainty avoidance and masculinity. However, the finding is mixed with the GLOBE cultural measures.

In this paper, the aggregation of human behavior theory is relied on to develop a theoretical framework. This type of analysis is valid as long as the companies involved are homogenous. Even if multi‐national companies are heterogeneous, the author believes that a bounded rationality is needed to add some discipline and substance to a more comprehensive but less structured analysis/experience at the individual or firm level.

The paper's findings indicate that a complementary relationship exists for FDI between collective and individualistic countries and difference in power distance discourages FDI. In addition, the direction of cultural distance matters for uncertainty avoidance and masculinity. Therefore, it is not always true that companies should shun countries that are culturally different from their home country when making FDI decisions.

The paper makes several contributions to the extant literature. First, the paper responds to the critique by Shenkar, by applying separate rather than the composite cultural distance in empirical research. Second, the paper suggests that cultural distance is not equal to cultural incongruence. Third, this paper is one of the first that uses a sample size that is similar to the number of countries in Hofstede's original study in 1980. Finally, in response to the stability criticism towards Hofstede's framework, this paper tests the cultural impact on FDI by applying both the Hofstede and GLOBE cultural scores.

Absenteeism is a costly behavior that occurs around the world. However, in spite of the growth in cross‐cultural research in organizational research and in global businesses, very few studies have examined absenteeism from a cross‐cultural perspective. This study examined the effect of national culture on absenteeism using a sample of 17,842 respondents from 24 countries. Based on Hofstede's cultural dimensions, we postulated that uncertainty avoidance, power distance, individualism, and masculinity will be negatively related to absenteeism. Similarly, based on the GLOBE cultural dimensions, we proposed that there will be positive relationships between societal collectivism and assertiveness, and absenteeism. However, we hypothesized that in‐group collectivism and gender egalitarianism will have negative relationships with absenteeism. To test our cross‐level hypotheses, we used Hierarchical Linear Modeling. Our results indicated that with the exception of uncertainty avoidance and assertiveness, all our hypothesized relationships were supported. Consistent findings were obtained for the common elements of both the Hofstede and GLOBE cultural dimensions, demonstrating convergence of our findings. We offer theoretical and practical implications of our study and suggest future research directions in the culture‐absenteeism link

The purpose of this paper is to explore the relationship between culture and regional innovation performance in China where innovation is deemed as a key for sustainable economic development. The diversity of China’s regional culture and its rising economic and innovative capability enhancement provides an opportunity for such an exploration.

This paper adopts the GLOBE’s nine cultural dimensions to empirically examine the relationship between culture and Chinese regional innovation performance through multiple regression analysis.

The study results find that performance orientation and gender egalitarianism have positive and significant influences on regional innovation performance, while institutional collectivism has a negative and significant influence. The remaining six GLOBE cultural dimensions show no significant effect on regional innovation performance.

To the best of the authors’ knowledge, this is the first research exploring the relationship between culture and regional innovation performance in a Chinese context by using GLOBE’s cultural dimensions that are deemed as a valuable empirical alternative to Hofstede’s cultural measures. The results of this study help further the understanding of the cultural influence in China’s regional innovation performance.

There is a dearth of research that investigates the impact of national culture on budgeting and management indexes in the public sector across developing countries. Limited studies in accounting and management have explained the role of national culture in shaping organisational and individual values. It is posited that national cultural variables impact budget transparency and performance management. This study contributes to the literature by examining these relations in 16 developing countries.

Adopting an unbalanced timing framework, the current paper seeks to fulfill this gap and applies four cultural dimensions from the GLOBE study (House et al., 2004) as explanatory variables to investigate whether national culture is associated with budget transparency and performance management or not, particularly in the context of developing countries. The paper uses budget transparency as the first dependent variable, based on the OECD database from Qi and Mensah (2011), along with performance management as the second dependent variable, from the BTI Project (2016), according to the leadership's political performance management.

Generally, the empirical findings reveal a minimal relation among GLOBE cultural variables with budget transparency and performance management. Particularly, the empirical findings indicate that only performance orientation has a significant relation with budget transparency and performance management.

The findings of this paper suggest that any plan to improve a nation's budget transparency should consider the links between budgeting, performance management and the culture of those that run them.

The formal adoption of new methods by performance management may not be enough without accompanying efforts to transform performance orientation as an index of national culture.

The purpose of this paper is to shed light on the discussion of cross-cultural research, in particular the use of dimensions of national culture, for international marketing.

Discuss definitions of values and culture, analyze cultural models as to purpose and design and applications of models to international marketing.

International marketers benefit from applying dimensions of national culture, but researchers make mistakes in applying and interpreting such dimensions, thus discrediting useful means of research for international marketing.

Researchers should understand the problems of multi-level research and interpret dimensions better when using them for research.

The value of this paper is in clearing up some of the misunderstandings about dimensions of national culture.

This study sought to examine the relation of cultural practices and values with favoritism and nepotism/cronyism. Additionally, this study's purpose was also to examine how trust mediates the relation between culture and favoritism.

Correlations were used for exploratory investigation into the bivariate relations between culture and favoritism and nepotism/cronyism across 97 cultures. Hierarchical linear regression analyses were then conducted to examine the cultural correlates of favoritism and nepotism/cronyism holding all other variables constant. Lastly, partial least squares structural equation modeling was used to examine the mediating role of societal levels of trust.

Bivariate correlations showed that collectivism, familism, uncertainty avoidance, and power distance are positive correlates of both favoritism and nepotism/cronyism. Institutional collectivism, future orientation and trust, on the other hand, were negative correlates of favoritism and nepotism/cronyism. Uncertainty avoidance and trust were key correlates of favoritism while familism and future orientation were key correlates of nepotism/cronyism. Trust fully mediated the relation between culture and favoritism but did not mediate the relation between culture and nepotism/cronyism.

This study adds to the current body of literature on culture and favoritism. Notably, the findings regarding different key cultural correlates with respect to favoritism and nepotism/cronyism provide valuable implications for expanding our understanding of the psychological and social nuances of favoritism. Specifically, favoritism in transactions and interactions with those not bound by social commitment relationships may be explained by beliefs while interactions with those with social relationships (e.g., family and friends) may be explained by preferences.

The purpose of this paper is to address the extent to which quality management is “culture‐specific”.

The paper presents the results of a survey administered across 21 countries that seeks to examine quality priorities and practices by adopting the global leadership and organizational behaviour effectiveness (GLOBE) framework. Data were collected in 2006 as part of the fourth iteration of the International Manufacturing Strategy Survey. The methodology involved the use of a self‐administered questionnaire to director/head of operations/manufacturing in best practice firms within the sector of firms classified by ISIC codes (rev.3.1) Divisions 28‐35.

From this study, it emerges that adopting the GLOBE framework provides an invaluable insight into understanding quality management across countries. In particular, the findings show that some national cultures are more conducive to the implementation of quality management than others.

The analysis of the data leads this paper to endorse the idea that through an accumulation of scientific knowledge relevant to the applicability of quality management across national settings, managers can better understand how to transfer best quality management practices from one country to another.

While some previous research portrays quality management as a comprehensive management paradigm with elements and relationships that transcend cultural and national boundaries, the current study provides evidence that the adoption of certain quality practices across different countries can follow distinctive patterns.