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Article
Publication date: 12 March 2018

Jin Hong, Bojun Hou, Kejia Zhu and Dora Marinova

The purpose of this study is to investigate the relationships between exploratory/exploitative innovation and employee creativity in the Chinese context and how these two…

Abstract

Purpose

The purpose of this study is to investigate the relationships between exploratory/exploitative innovation and employee creativity in the Chinese context and how these two relationships can be moderated by an important cultural dimension – collectivism.

Design/methodology/approach

A theoretical framework was developed to explore the relationships between exploratory/exploitative innovation, employee creativity and collectivism. Data were collected by sending out surveys to managers and employees in various industries in mainland China. Hypotheses were tested using hierarchical regressions.

Findings

The results show that both exploratory innovation and exploitative innovation are positively related to employee creativity. Furthermore, collectivism negatively moderates the effects of both types of innovation on employee creativity, despite its positive main effect.

Originality/value

This study explores the relationship between organizational innovation and individual employee creativity in the Chinese context. This paper empirically analyzes the moderating effect of collectivism in the relationship between organizational innovation and employee creativity. It also indicates the factors inherent in Chinese culture that influence innovation and gives explanations from education, subordinate relation, etc.

Details

Chinese Management Studies, vol. 12 no. 2
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 1 July 1997

Rebecca Abraham

Presents a study which derives relationships between the personality/cultural variables of vertical and horizontal individualism and collectivism, on the one hand, and the…

Abstract

Presents a study which derives relationships between the personality/cultural variables of vertical and horizontal individualism and collectivism, on the one hand, and the organizational criteria of intrapreneurship and organizational commitment on the other. Suggests that horizontal individualism may explain intrapreneurship jointly with a supportive organizational climate. Vertical collectivism demonstrates a direct positive relationship with organizational commitment. Horizontal collectivism varies jointly with work‐group and supervisor commitments in a negative relationship with organizational commitment, indicating a perception of conflict between work‐group and supervisor goals on the one hand and organizational goals on the other. Concludes that, while the basis of the vertical collectivist’s commitment seems unclear, horizontal collectivists base their commitment on compliance or rewards. Discusses theoretical and a few practical implications.

Details

Leadership & Organization Development Journal, vol. 18 no. 4
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 May 2006

Maaja Vadi and Michael Vereshagin

The aim of this paper is explore how organizational culture is influenced by collectivism in Russia and draw some recommendations from human resources perspective because…

Abstract

Purpose

The aim of this paper is explore how organizational culture is influenced by collectivism in Russia and draw some recommendations from human resources perspective because Russia differs from most Western countries in several ways, one of the key ones being a much higher tendency to collectivism.

Design/methodology/approach

The survey questionnaires were used in order to discover interrelations between characteristically collectivism and organizational culture. Organizational culture was turned into the task and relationship orientations approach and three levels of collectivism were distinguished. A total of 586 employees working for various organizations in Russia participated in this study.

Findings

First, it was discovered that Russians hold collectivistic attitudes (familism and patriotism) showing correlation with both orientations (task and relationships) of organizational culture. The results show that familism is negatively correlated with task orientation, while Patriotism is positively correlated with task and relationship orientations. These findings make it possible to develop recommendations for human resources management (HRM).

Research limitations/implications

The limitations of the study are related to organizational culture approach and the Russians' multifaceted ethnic and cultural background. Nevertheless, this study illuminates various issues that may influence HRM practices in Russia.

Practical implications

The Russian organizations have some specific characteristics and this paper explains how those might be better managed. Special attention is paid on the HRM strategy and policy in the Russian context.

Originality/value

The main value of the paper is related to the contribution to the understanding which cultural factors may influence the HRM practices in Russia.

Details

Baltic Journal of Management, vol. 1 no. 2
Type: Research Article
ISSN: 1746-5265

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Article
Publication date: 2 March 2015

Frank Wiengarten, Cristina Gimenez, Brian Fynes and Kasra Ferdows

The purpose of this paper is to assess the influence of cultural collectivism on the efficacy of lean practices. Furthermore, this study assesses whether or not potential…

Abstract

Purpose

The purpose of this paper is to assess the influence of cultural collectivism on the efficacy of lean practices. Furthermore, this study assesses whether or not potential cultural disadvantages related to the level of individualism at the national level can be compensated for at the organisational culture level.

Design/methodology/approach

Hofstede’s cultural dimension of individualism is used to test whether practicing a collectivistic culture at the organisational level can fully compensate for the potential disadvantages of being geographically situated in an individualistic culture when practicing lean manufacturing.

Findings

Results suggest that cultural collectivism at the national and organisational level have a significant impact on the efficacy of lean practices. Furthermore, the negative impact of being situated in an individualistic country cannot be fully compensated for through practicing a collectivistic organisational culture when practicing lean.

Originality/value

This study represents a comprehensive attempt to simultaneously assess the collectivism cultural components of lean practices at the national as well as at the organisational level.

Details

International Journal of Operations & Production Management, vol. 35 no. 3
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 21 December 2017

Nancy Chen, Mike Chen-ho Chao, Henry Xie and Dean Tjosvold

Scholarly research provides few insights into how integrating the western values of individualism and low power distance with the eastern values of collectivism and high…

Abstract

Purpose

Scholarly research provides few insights into how integrating the western values of individualism and low power distance with the eastern values of collectivism and high power distance may influence cross-cultural conflict management. Following the framework of the theory of cooperation and competition, the purpose of this paper is to directly examine the impacts of organization-level collectivism and individualism, as well as high and low power distance, to determine the interactive effects of these four factors on cross-cultural conflict management.

Design/methodology/approach

This is a 2×2 experiment study. Data were collected from a US laboratory experiment with 80 participants.

Findings

American managers working in a company embracing western low power distance and eastern collectivism values were able to manage conflict cooperatively with their Chinese workers. Moreover, American managers working in a company valuing collectivism developed more trust with Chinese workers, and those in a company culture with high power distance were more interested in their workers’ viewpoints and more able to reach integrated solutions.

Originality/value

This study is an interdisciplinary research applying the social psychology field’s theory of cooperation and competition to the research on employee-manager, cross-cultural conflict management (which are industrial relations and organizational behavior topics, respectively), with an eye to the role of cultural adaptation. Furthermore, this study included an experiment to directly investigate the interactions between American managers and Chinese workers discussing work distribution conflict in four different organizational cultures.

Details

Cross Cultural & Strategic Management, vol. 25 no. 1
Type: Research Article
ISSN: 2059-5794

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Article
Publication date: 21 June 2018

Teresa Harrison and Dianna L. Stone

The purpose of this paper is to examine the degree to which job seekers’ cultural values moderate the relations between organizational values displayed on an e-recruiting…

Abstract

Purpose

The purpose of this paper is to examine the degree to which job seekers’ cultural values moderate the relations between organizational values displayed on an e-recruiting websites and organizational attraction by adapting a Cultural Vales Model of Recruitment. The authors also assessed the moderating relation of collectivism on the relation between an opportunity to contact an employee in the organization and attraction.

Design/methodology/approach

This study used a 2 × 2 design and data from 235 students who were seeking jobs.

Findings

Individualism moderated the relation between website achievement values and organizational attraction. Individuals’ collectivism values moderated the relation between the opportunity to contact an employee and attraction.

Practical implications

Organizations that display achievement values on websites may attract individuals with highly value individualism. This may inadvertently limit diversity. Findings also suggest that providing an opportunity to contact an employee is likely to attract individuals with high rather than low levels of collectivism.

Social implications

Content displayed on e-recruiting websites may inadvertently limit diversity in organizations.

Originality/value

This was the first study to examine the effects of the congruence of individual cultural values with organizational values, and the opportunity to contact an employee on attraction in an e-recruiting context.

Details

Journal of Managerial Psychology, vol. 33 no. 3
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 9 October 2009

Catherine T. Kwantes

The purpose of this paper is to compare and contrast the roles of culture and job satisfaction as antecedents to organizational commitment in both a Western context (the…

Abstract

Purpose

The purpose of this paper is to compare and contrast the roles of culture and job satisfaction as antecedents to organizational commitment in both a Western context (the US) and in India.

Design/methodology/approach

Responses come from a questionnaire distributed to engineers in India. Construct equivalence of measures is established, while hierarchical regression analysis is used to assess the extent to which each hypothesized antecedent is related to affective, continuance, and normative commitment. Responses from each national context are compared and contrasted.

Findings

Job satisfaction is found to relate to affective commitment in both the Indian and American samples. Moderate support is found for the hypothesized effect of collectivism on normative commitment in both samples, while the hypothesized antecedents to continuance commitment are not found in any sample. Different patterns of relationships emerge in the US and India.

Research limitations/implications

The results provide further cautionary evidence against uncritically applying organizational theories developed in a Western context to developing nations such as India. The sample in this research is restricted to engineers, future research should examine other occupations/professions as well as determining the applicability of these results to different levels in the organization.

Originality/value

This research examines theoretically suggested antecedents to organizational commitment, explicitly testing these relationships in two cultural contexts. The results presented in this paper suggest that context must be taken into account when developing organizational theories. Further, the results suggest specific activities that can be useful in the Indian context to increase both normative and affective commitment.

Details

Journal of Indian Business Research, vol. 1 no. 4
Type: Research Article
ISSN: 1755-4195

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Article
Publication date: 1 June 2001

H. Alvin Ng

Adventure learning (AL) programs have strong support in the West but are only emerging in Asia. This study shows a cultural dimension – collectivism (specifically, a…

Abstract

Adventure learning (AL) programs have strong support in the West but are only emerging in Asia. This study shows a cultural dimension – collectivism (specifically, a preference to work in groups) was negatively related to changes in two key teamwork attitudes – task‐participation and social‐support among a group of Asian AL participants. Despite this, absolute mean differences between post‐test and pre‐test scores were positive across the sample. Changes in the two teamwork attitudes predicted similar changes in team‐spirit, which in turn led to changes in organizational‐identification. Results also indicated that too much focus on member maintenance needs could detract from this identification. Overall, AL was shown to have a positive impact on the Asian participants.

Details

Journal of Management Development, vol. 20 no. 5
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 6 February 2009

Ian O. Williamson, Meredith F. Burnett and Kathryn M. Bartol

The purpose of this paper is to develop an interactionist framework for examining how the cultural dimension of collectivism interacts with workplace attributes to…

Abstract

Purpose

The purpose of this paper is to develop an interactionist framework for examining how the cultural dimension of collectivism interacts with workplace attributes to influence organizational commitment.

Design/methodology/approach

These issues are studied by using a longitudinal survey to examine the development of affective organizational commitment by a racially diverse set of young professionals in the USA.

Findings

Consistent with predictions, results showed a significant two‐way interaction between the cultural dimension of collectivism and organizational rewards on employees’ commitment.

Research limitations/implications

These results suggest that research may benefit from the development of theory that simultaneously considers the role that workplace attributes and cultural values play in shaping organizational commitment.

Practical implications

The findings of this study suggest that organizations may increase existing employees’ commitment by strategically managing the types of rewards they provide to employees with different cultural values.

Originality/value

While an extensive amount of research has been conducted on affective organizational commitment, the question of whether employees’ cultural values influence commitment formation is still largely unanswered. Thus, this study provides initial evidence on the interactive effect of culture and rewards on the formation of employee commitment.

Details

Cross Cultural Management: An International Journal, vol. 16 no. 1
Type: Research Article
ISSN: 1352-7606

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Article
Publication date: 12 September 2016

Yijing Lyu, Xing Zhou, Weiwen Li, Junbao Wan, Jie Zhang and Canhua Qiu

On the basis of social identity theory, this paper aims to predict and test the influence of abusive supervision on service employees’ proactive customer service…

Abstract

Purpose

On the basis of social identity theory, this paper aims to predict and test the influence of abusive supervision on service employees’ proactive customer service performance (PCSP) in the hotel industry.

Design/methodology/approach

Data were collected from 198 service employee-coworker dyads from 12 hotels in China. Previously developed and validated measures of abusive supervision, organizational identification, collectivism and PCSP were used and found to be highly reliable in this study.

Findings

Time-lagged data from 12 hotels in China reveal that abusive supervision negatively influences service employees’ PCSP, through organizational identification. In addition, employees’ collectivistic value orientation also strengthens the negative relationship between abusive supervision and organizational identification. These findings have several theoretical and managerial implications, especially for hospitality context.

Practical implications

First, the study suggests that hotels should design supervisors’ selection, training and monitoring to reduce mistreatment, which could be highly costly to employees’ identification and hence proactive behaviors. In addition, hotel supervisors are encouraged to learn to regulate their emotions by developing emotional management skills and interpersonal skills. Second, because collectivists are more likely to be affected by abusive supervisors, organizations should pay special attention to them by allocating more supportive resources, providing psychological comfort and expert counseling. Finally, hotels and managers should seek to meet individuals’ basic needs by fostering positive relationships between supervisors and employees, offering favorable treatment and connecting an organization’s goals with employees’ individual values. By doing so, employees’ organizational identification will be enhanced and hence contribute to PCSP.

Originality/value

First, scarcely any study has focused on negative types of leadership styles and how they affect employees’ PCSP. The authors address the research gap by extending the antecedent scope of PCSP to dark side management and provide empirical evidence about the suppressing effects of abusive supervision on PCSP. Second, the focus on organizational identification provides a new extension for social identity theory in application for incurring employees’ proactive behaviors. Third, this study provides a novel contribution by suggesting that the level of collectivism an employee holds can exacerbate the salience of abusive supervision.

Details

International Journal of Contemporary Hospitality Management, vol. 28 no. 9
Type: Research Article
ISSN: 0959-6119

Keywords

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