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This research aims to investigate the influence of country culture on the next generation's intention to become managerial leaders of the family business, focussing on institutional and in-group collectivism practices. The authors investigate not only the direct effect of these collectivism practices on next-generation engagement, but also the extent to which institutional and/or in-group collectivism moderate the relationship between parental support and next-generation engagement and the extent to which institutional and/or in-group collectivism moderate the relationship between self-efficacy and next-generation engagement.

Using cross-national data from the Global University Entrepreneurial Spirit Students' Survey (GUESSS) and the Global Leadership and Organisational Behaviour Effectiveness (GLOBE), hierarchical linear modelling (HLM) is employed to test the hypotheses using a sample of 33,390 observations collected in 20 countries.

The main findings show that both institutional and in-group collectivism practices may increase next-generation engagement levels. Furthermore, these cultural practices can amplify the relationship between family business self-efficacy and next-generation engagement. However, institutional collectivism can slightly reduce the positive effect of parental support on family offspring's intention to become leaders of the family business. The results also reveal that parental support has a stronger direct effect on next-generation engagement than family business self-efficacy.

This study examines the influence of cultural practices on next-generation engagement, focussing on collectivism practices. The study distinguishes between institutional collectivism and in-group collectivism. Unlike past research, a direct effect of parental support on next-generation engagement is considered. The study also uses a particular type of self-efficacy: family business self-efficacy. In addition, a multi-level method is employed, which is rarely used in this context.

The purpose of this paper is to investigate the impact of national culture on organizations’ use of selection practices, specifically to investigate the impact of in-group collectivism, uncertainty avoidance and power distance on interview panels, one-on-one interviews, applications forms, references, ability, technical and psychometric tests.

This study uses survey data from the 2008–2010 CRANET database. It uses OLS regression analysis to test the impact of national culture on organizations’ use of selection practices.

In-group collectivism increases the use of panel interviews and technical tests, and decreases the use of one-on-one interviews and application forms. Uncertainty avoidance increases the use of panel interviews and technical tests, and a decrease in one-on-one interviews, applications ability, and psychometric tests. Power distance leads to an increase in one-on-one interviews, applications and ability tests, and a decrease in panel interviews, psychometric tests and references.

This paper investigates the use of the impact of national culture on selection practices. Specifically, it looks at the use of a large number of selection practices panel interviews, one-on-one interviews, applications and references, and several different tests, ability, technical and psychometric.

The aim of this paper is to examine the influence of group composition in cultural values on conflict management styles in groups.

A field study using data from 125 groups was conducted.

The results show that in groups where members feel they are equal and connected (horizontal collectivism) cooperation is better, and contending and avoiding conflict management styles are used less. When people view themselves as unequal and independent (vertical individualism (VI)) the avoiding style of conflict management is more frequently used. Within‐group similarity (low variety) in VI leads to more cooperation and less avoidant conflict management strategies as well as less third party interventions. High group variety in views of being unequal, but interconnected (vertical collectivism), as well as in the views of being equal but independent (horizontal individualism), leads to more cooperative conflict resolution strategy.

The results show that small and consistent within‐group differences in cultural values are beneficial (with the exception of VI) for cooperative strategies. By showing that group compositional configurations in cultural values (vertical/horizontal individualism and collectivism) impact on conflict management strategies, the study has important implications for team design.

The paper extends current research by conceptualizing cultural values (it considers the horizontal vs vertical orientation in individualism‐collectivism) as configural group properties and by testing the impact of specific team configurations in cultural values on conflict management strategies.

This study aims to address gender gaps in labor participation and earned income. The paper assesses the role of education and cultural dimensions in impacting female labor indicators. The paper tests two separate models predicting female labor participation as a percentage of male participation (FPM) and female earned income as a percentage of male earned income (FIM) across 59 nations.

Data were taken from those published by World Bank and International Labor Organization, in addition to the GLOBE study. The paper relies on relationships among such data to assess the hypotheses under investigation.

FPM was explained by institutional collectivism, gender egalitarianism, and education. FIM was explained by gender egalitarianism and institutional collectivism. Contrary to expectations, in-group collectivism was not found to be a predictor in this model. Based on earlier research and this study, the paper presents the “female labor indicators model”.

More data need to be collected about gender-related attitudes and behaviors from a larger number of countries. There is also a need to collect culture data at the individual level not only at the country level. The model that the paper presents – explaining gaps in female participation and pay – deserves additional research support.

There is a need for practitioners to be conscious of hidden forces that work against women who aspire to work despite their high educational levels. Improving women's labor conditions requires a concerted effort from many parties including government and private sector.

The link between GLOBE's cultural dimensions and female labor indicators has not been sufficiently addressed in prior research. The paper suggests that explaining deficits in female labor indicators requires looking past economic and demographic variables into institutional and cultural factors. The paper presents a comprehensive model that helps in explaining gender gaps in participation and pay.

The purpose of this paper is to investigate the influence of national culture on the adoption of four different incentive pay bundles (incentive maximizer, contingent rewarder, profit rewarder, and incentive minimizer) using GLOBE national culture dimensions in 14 countries. It uses incentive pay bundles derived by Prince et al. (2016).

The study adopted multilevel random-intercept logistic modeling using firm incentive practice usage from the CRANET database and country culture scores from the GLOBE study.

Evidence suggests that in-group collectivism is associated with increased use of the incentive maximizer approach, in which firms use a combination of high levels of individual, team, and profit sharing incentives, and decreased use of the incentive minimizer approach (where firms minimally employ incentives) and the individual and team bonus focused contingent rewarder configuration. Higher uncertainty avoidance is linked to increased use of the profit rewarder approach (where only profit sharing is emphasized) and decreased use of the contingent rewarder approach. Performance-orientation cultures appear to support using the incentive maximizer and avoiding the incentive minimizer bundles.

This study investigates incentive practice bundles that firms use verses separate analysis of practices and use the GLOBE culture metrics. It utilizes multilevel modeling, which has been lacking in past studies of culture and incentives.

The purpose of this paper is to verify if and how national culture affects firms’ environmental proactivity, by using a specific index: the Carbon Disclosure Score (CDS).

The study, an analysis of two linear regression models, examines how cultural values, measured by the Global Leadership and Organizational Behavior Effectiveness Research “should be” scores, affect companies’ environmental proactivity measured by CDS. Data about CDS derive from the Carbon Disclosure Project, which monitors Global 500 companies each year.

The analysis reveals that the values of in-group collectivism, performance orientation, assertiveness and uncertainty avoidance negatively affect firms’ environmental proactivity, while future orientation and gender egalitarianism have a positive impact.

In spite of the limitations inherent in the indicator and the limited sample, the paper has some interesting implications. On a theoretical level, this study extends prior research in the field of organizations and natural environment, by examining the specific role exerted by national cultural dimensions on firms’ environmental proactivity.

From a practical standpoint, the study suggests that corporations and policy regulators should be sensitive toward national idiosyncrasies and formulate the environmental strategies according to the cultural values and contextual environment of the relevant region. Creating policies based on cultural values and adapting policies to a country’s culture can improve the effectiveness of environmental policies and raise individual and corporation awareness on the topic.

Most contributions consider environmental strategy at the national level. This study, instead, focusses on the effects of national culture on the environmental proactivity of firms.

The purpose of this paper is to link national cultural values to personal pro‐environmental value orientations, in order to investigate why the salience of pro‐environmental value orientations differs cross‐culturally. A value‐based model is proposed and tested in a multinational study.

An empirical investigation of 1,096 consumers was conducted in five nations with a different cultural profile on the two cultural dimensions in‐group collectivism and assertiveness. The paper applies multi‐group structural equation modelling to test the moderating effect of culture on the impact of pro‐environmental values on attitudes and subjective norms.

The study reveals that the influence of a pro‐environmental value orientation differs substantially, according to national cultural values. While an ecocentric value orientation is important in the US, Canadian, German, and Australian samples which hold individualistic values, an anthropocentric value orientation is salient in the Russian sample, characterized by collectivistic values. The hypothesized influence of the national cultural value assertiveness, however, could not be established decisively.

First, the present study considers culture as a national value on an aggregated level. Future studies should take into account cultural values at different levels of aggregation. Second, since only one collectivistic society is the object of the investigation, the results are limited in terms of generalizability.

In order to address the ecocentric value orientation in the analyzed individualistic societies, marketers should emphasize benefits for the environment in the USA, Canada, Australia, and Germany. By contrast, the positive consequences for humankind in general and future generations should be stressed in the collectivistic Russian sample.

The paper contributes to the literature by integrating both individual and national perspectives on the value‐based drivers of environmental concern. The study also provides insight into pro‐environmental consumer behavior in an emerging market (namely Russia), which has so far been neglected in cross‐cultural research.

It has been argued that some management theories and models may not be universal and are based on some cultural assumptions. It is argued in this paper that the effectiveness of applying the Learning Organization (LO) model in school contexts across different countries may be associated with cultural differences such as individualism, collectivism, power distance, and future orientation. The implementation of elements of the LO model such as systems thinking, managing mental models, team learning, and developing shared visions, may face some difficulties in some cultures. This paper develops some theoretical propositions for further empirical investigations.

The aim of this paper is to investigate the effects of environmental dynamism on different EO dimensions in family firms. The authors also examine the moderating role of national culture (uncertainty avoidance and in-group collectivism) and the level of family control and influence in fostering/hindering this relationship.

A survey was conducted among 1,143 family firms from twenty-eight countries. The authors developed and tested hypotheses through a fixed-effects regression analysis.

The findings suggest that environmental dynamism has a positive effect on all three EO dimensions. Analysis reveals a positive moderating role of family control and influence and negative moderating roles of in-group collectivism and uncertainty avoidance.

The findings imply that family firm managers should carefully interpret the influence of their national culture on family firm behavior. More specifically, family firms in dynamic environments should consider the importance of the national culture in which they are embedded. Those operating in high uncertainty avoidant and highly collectivist cultures should take proactive steps to cultivate a corporate entrepreneurial culture. On the other hand, the family should not undermine the effect of its control and influence. In dynamic environments, family control and influence may be a competitive advantage in reinforcing entrepreneurial orientation.

The study contributes to the literature on EO in family firms by expanding the previous research on the antecedents of EO and examining moderation effects of culture and family control and influence across a broad multi-country sample. In contrast with the common findings regarding the effect of family logic on EO, the study shows the strengthening role of family control and influence in the relationship between environmental dynamism and EO. The authors show that culture as an informal institution may also play a critical role in hindering/strengthening the relationship between environmental dynamism and EO.

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