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Open Access
Article
Publication date: 20 March 2023

Linnéa Carlsson

This study draws on technological frames to provide an understanding of organizational processes of strategizing by exploring how strategizing organizational capabilities for…

1207

Abstract

Purpose

This study draws on technological frames to provide an understanding of organizational processes of strategizing by exploring how strategizing organizational capabilities for industrial digitalization could be understood through managers' perceptions of digital technology applications. This study complements earlier research focused on industry outcomes by addressing technological frames to understand how strategizing organizational capabilities within industrial digitalization may provide insight into socio-cognitive aspects which may affect technology-induced organizational change.

Design/methodology/approach

The single case study uses 14 in-depth interviews collected over two years (October 2020 to February 2022). The study follows an interpretative research design exploring managers' perceptions of industrial digitalization through a digitalization project.

Findings

The case study contributes to research by emphasizing socio-cognitive aspects through technological frames exploring how and why managers' perceptions of industrial digitalization affect strategizing organizational capabilities. The study contributes to practice by bringing attention to the disparate views of industrial digitalization. By illustrating how socio-cognitive aspects shape organizational capabilities, this study offers managers valuable insight into the relationship between an organization's capabilities, the individual and the shared structures affecting a digitalization project.

Research limitations/implications

The case study is limited to Swedish manufacturing industries and is not aiming to be transferred or generalized to other industrial contexts or countries.

Originality/value

This study recognizes that strategizing organizational capabilities depends on managers' ability to illuminate the socio-cognitive aspects. Hence, the study contributes to practice by bringing attention to the disparate views among managers on the enhancement efforts made using digital technologies.

Details

Journal of Manufacturing Technology Management, vol. 34 no. 9
Type: Research Article
ISSN: 1741-038X

Keywords

Open Access
Article
Publication date: 1 April 2019

R. Arzu Kalemci, Ipek Kalemci-Tuzun and Ela Ozkan-Canbolat

The purpose of this paper is to increase the knowledge and understanding of organizational and supervisory support in the context of employee deviant workplace behavior (DWB) by…

18509

Abstract

Purpose

The purpose of this paper is to increase the knowledge and understanding of organizational and supervisory support in the context of employee deviant workplace behavior (DWB) by examining the potential associations of employees’ cultural value orientations. This paper aims to: clarify DWB; review perceived organizational support (POS) and perceived supervisory support (PSS); discuss the meaning of employees’ cultural value orientations (individualism–collectivism, power distance and paternalism); use the fuzzy logic model to analyze relationships between DWB and POS, as well as PSS and employees’ cultural value orientations.

Design/methodology/approach

This research applies a fuzzy-set qualitative comparative analysis.

Findings

The results show the role of employee perceived organizational and supervisory support and cultural dimension (power distance and paternalism) configurations on employee DWB.

Originality/value

The main originality of this study is to further increase the understanding of organizational and supervisory support in the context of employee DWB by examining the potential associations of employees’ cultural value orientations. This study extends the previous research by providing evidence that organizational and supervisory support influences employees’ DWB.

Details

European Journal of Management and Business Economics, vol. 28 no. 2
Type: Research Article
ISSN: 2444-8494

Keywords

Open Access
Article
Publication date: 2 December 2020

Xiaofeng Xu, Ho Kwong Kwan and Miaomiao Li

Drawing on social exchange theory and a cultural perspective, this study examines the relationship between workplace ostracism and job engagement by focusing on the mediating role…

5036

Abstract

Purpose

Drawing on social exchange theory and a cultural perspective, this study examines the relationship between workplace ostracism and job engagement by focusing on the mediating role of felt obligation and the moderating role of collectivism.

Design/methodology/approach

A two-wave survey was conducted over four months in a private service business in China. The participants comprised 108 Chinese employees.

Findings

The results indicate that workplace ostracism has a negative relationship with job engagement through a reduced sense of felt obligation. Collectivism strengthens the main effect of workplace ostracism on felt obligation and its indirect effect on job engagement via felt obligation.

Research limitations/implications

This study contributes to understanding of the internal mechanism of the workplace ostracism–job engagement model by identifying the mediating role of felt obligation. It also emphasizes that collectivist cultures can enhance the effects of workplace ostracism. However, the generalizability of our findings may be limited due to this cultural factor.

Practical implications

Our findings show that workplace ostracism plays a significant role in reducing job engagement. Therefore, it is essential to reduce the incidence of ostracism in the workplace.

Originality/value

By addressing the previously unexplored mechanism that mediates the relationship between workplace ostracism and job engagement, this study provides new directions for research on workplace ostracism and job engagement.

Details

Journal of Managerial Psychology, vol. 35 no. 7/8
Type: Research Article
ISSN: 0268-3946

Keywords

Open Access
Article
Publication date: 7 August 2023

Guillaume Andrieu, Francesco Montani, Ilaria Setti and Valentina Sommovigo

This study aims to shed light on the relationship between gender diversity and group performance by considering the moderating role of relative cultural distance. Drawing from the…

Abstract

Purpose

This study aims to shed light on the relationship between gender diversity and group performance by considering the moderating role of relative cultural distance. Drawing from the categorization–elaboration model (CEM), the authors hypothesize that gender-diverse collaborative learning groups perform better when a low level of relative cultural distance in country-level individualism–collectivism or power distance exists among group members.

Design/methodology/approach

To test this hypothesis, the authors conducted a study on 539 undergraduate students organized into 94 groups. The assessment of group performance was based on scores given by external raters.

Findings

The authors found that relative cultural distance significantly moderated the gender diversity–group performance relationship such that gender diversity was positively related to group performance when the collaborative learning group included members who similarly valued individualism–collectivism or power distance (i.e. relative cultural distance was low) and was negatively related to group performance when the collaborative learning group comprised members who differently valued individualism–collectivism or power distance (i.e. relative cultural distance was high).

Originality/value

This study contributes to understanding when gender diversity is positively associated with group performance by expanding the range of previously examined diversity dimensions to include relative cultural distance in country-level individualism–collectivism and power distance.

Details

Cross Cultural & Strategic Management, vol. 30 no. 4
Type: Research Article
ISSN: 2059-5794

Keywords

Open Access
Article
Publication date: 22 November 2019

Joanie Caron, Hugo Asselin, Jean-Michel Beaudoin and Doïna Muresanu

While companies in developed countries are increasingly turning to indigenous employees, integration measures have met with mixed results. Low integration can lead to breach of…

4914

Abstract

Purpose

While companies in developed countries are increasingly turning to indigenous employees, integration measures have met with mixed results. Low integration can lead to breach of the psychological contract, i.e. perceived mutual obligations between employee and employer. The purpose of this paper is to identify how leadership and organizational integration measures can be implemented to promote the perceived insider status (PIS) of indigenous employees, thereby fostering fulfillment of the psychological contract.

Design/methodology/approach

A search for relevant literature yielded 128 texts used to identify integration measures at the level of employee–supervisor relationships (leader-member exchanges, inclusive leadership) and at the level of employee–organization relationships (perceived organizational support, pro-diversity practices).

Findings

Measures related to leadership included recruiting qualified leaders, understanding cultural particularities, integrating diverse contributions and welcoming questions and challenges. Organizational measures included reaching a critical mass of indigenous employees, promoting equity and participation, developing skills, assigning meaningful tasks, maintaining good work relationships, facilitating work-life balance, providing employment security, fostering support from communities and monitoring practices.

Originality/value

While PIS has been studied in western and culturally diverse contexts, it has received less attention in indigenous contexts. Yet, some indigenous cultural values are incompatible with the basic assumptions of mainstream theories. Furthermore, colonial policies and capitalist development have severely impacted traditional indigenous economic systems. Consequently, indigenous people are facing many barriers to employment in ways that often differ from the experiences of other minority groups.

Details

Cross Cultural & Strategic Management, vol. 26 no. 4
Type: Research Article
ISSN: 2059-5794

Keywords

Open Access
Article
Publication date: 21 February 2020

Dieu Hack-Polay, John Opute and Mahfuzur Rahman

This article empirically assesses the extent to which factors rooted in the cultural and institutional framework in sub-Saharan African organisational contexts challenge and…

2159

Abstract

Purpose

This article empirically assesses the extent to which factors rooted in the cultural and institutional framework in sub-Saharan African organisational contexts challenge and resist the penetration of global practices and how these dynamics impact on human resource management (HRM). This article examines whether universalistic perspectives are significant for African HRM. The article discusses the tensions between the contributions derived from local and historical factors and that of other environmental agents to African HRM practice.

Design/methodology/approach

The study is based on a survey among 100 practising African HRM executives representing significant organisations in sub-Saharan Africa.

Findings

The main findings established that in spite of westernisation and globalising trends in learning and development in Africa, human resource practices are still profoundly embedded in the African cultural fabric. Significant elements of cultures in sub-Saharan Africa pervade organisational processes; such aspects include collectivism and paternalism, which persistently resist change. The article, however, concludes that the resisting parts of sub-Saharan African cultures which are viewed as counterproductive can have positive resonance if constructively deployed.

Originality/value

This article contributes to African HRM literature, a significantly under-researched field. The paper provides an opportunity for African HR managers to be more pragmatic in identifying the contextual issues and aspects of African culture that could be value-adding in a fast-changing managerial field. The findings demonstrate that human resource strategies and policies have specific cultural orientations and reflect the societal predispositions of a particular collectivity; this epitomizes the intertwining of cultural paradigms, political spheres and organisational life in sub-Saharan Africa.

Details

Journal of Work-Applied Management, vol. 12 no. 1
Type: Research Article
ISSN: 2205-2062

Keywords

Open Access
Article
Publication date: 28 March 2023

Innocent Senyo Kwasi Acquah

This paper assumes necessity rather than sufficiency logic to model the relationship between collaborative culture and supply chain collaboration as triangular rather than linear…

1054

Abstract

Purpose

This paper assumes necessity rather than sufficiency logic to model the relationship between collaborative culture and supply chain collaboration as triangular rather than linear. Specifically, this study aims to determine whether overall collaborative culture and its dimensions (i.e. collectivism, long-term orientation, power symmetry and uncertainty avoidance) are necessary for supply chain collaboration and the minimum levels of overall collaborative culture and its dimensions that are required for high levels of supply chain collaboration.

Design/methodology/approach

Based on the literature, collaborative culture and its four dimensions, namely, collectivism, long-term orientation, power symmetry and uncertainty avoidance, were modelled as conditions having supply chain collaboration as their outcome. The study used the necessary condition analysis to test the triangular relationships between the conditions and the outcome among a sample of firms (N = 166) in the downstream petroleum sector.

Findings

The results revealed that collaborative culture and its dimensions are necessary conditions for supply chain collaboration, and that high levels of collaboration are possible, although not guaranteed when at least a basic level of collaborative culture or its dimensions are present. Hence, different levels of supply chain collaboration require firms to have different levels of collectivism, long-term orientation, power symmetry and uncertainty avoidance. Thus, at 30% supply chain collaboration, only overall collaborative culture is necessary.

Research limitations/implications

A significant limitation of this research is that, although several antecedents of supply chain collaboration exist, this study explored only the cultural antecedents of supply chain collaboration.

Practical implications

The dimensions of collaborative culture are necessary but not sufficient for supply chain collaboration. Therefore, managers should adopt a holistic approach to investment in a collaborative culture, as an over-investment in any of the dimensions may not compensate for an under-investment in the others.

Originality/value

As one of the first studies to use necessity rather than sufficiency logic to test the relationship between collaborative culture and supply chain collaboration, this research unearthed the non-linear (triangular) relationship between the constructs. It contributes to understanding how collaborative culture and its dimensions serve as bottleneck conditions constraining supply chain collaboration.

Open Access
Article
Publication date: 28 June 2021

Innocent Senyo Kwasi Acquah, Micheline Juliana Naude and Sanjay Soni

This study aims to demonstrate how integration is achieved in an explanatory sequential mixed-methods design by assessing the effect of collaborative cultural dimensions on supply…

3970

Abstract

Purpose

This study aims to demonstrate how integration is achieved in an explanatory sequential mixed-methods design by assessing the effect of collaborative cultural dimensions on supply chain collaboration amongst firms in Ghana's downstream petroleum sector. Specifically, the study examined how collectivism, long-term orientation, power symmetry, as well as uncertainty avoidance influence supply chain collaboration. Besides, it also demonstrates how integration is achieved in an explanatory sequential mixed-methods design.

Design/methodology/approach

Using an explanatory sequential mixed-methods design, the study employed a partial least squares structural equation modelling (PLS-SEM) analysis of quantitative data (N = 166), followed by a thematic analysis of eight semi-structured interviews to explain how and why the dimensions of collaborative culture impact supply chain collaboration.

Findings

The quantitative findings suggest that three out of the four dimensions of culture significantly predict supply chain collaboration. Integrating the quantitative and qualitative findings suggests convergence between the results of the quantitative and qualitative phases of the study as the qualitative results compliment the quantitative findings and offer more nuanced understanding of the cultural mechanisms responsible for successful supply chain collaborations.

Practical implications

The findings provide managers in the downstream petroleum sector with insights into how and why the dimensions of collaborative culture influence supply chain collaboration. These managers should, therefore, build corporate cultures characterized with high levels of long-term orientation, power symmetry and uncertainty avoidance.

Originality/value

Owing to the role of culture in successful supply chain collaborations, this study, through a mixed-methods design, links the dimensions of collaborative culture with supply chain collaboration in the downstream petroleum sector. Moreover, it demonstrates how integration and complementarity are achieved at the study design, methods, as well as the interpretation and reporting levels of an explanatory sequential mixed-methods design.

Details

Revista de Gestão, vol. 28 no. 3
Type: Research Article
ISSN: 1809-2276

Keywords

Open Access
Article
Publication date: 24 April 2023

Jerzy Cieślik, Eimear Nolan, Martha O'Hagan-Luff and André van Stel

This study investigates entrepreneurial overconfidence (EOC) levels among solo entrepreneurs at the country level. Although transitions from solo to employer entrepreneur are…

1016

Abstract

Purpose

This study investigates entrepreneurial overconfidence (EOC) levels among solo entrepreneurs at the country level. Although transitions from solo to employer entrepreneur are relatively rare, the solo self-employed have become an important source of potential job creation by virtue of the sharp increase in their numbers in the past two decades. When EOC levels are too high, job creation ambitions may be unrealistic and unrealised. Unrealised ambitions and business failure can lead not only to psychological and financial costs for the individual entrepreneurs involved, but at the societal level also to wasted government resources, and increased costs for the entrepreneurial ecosystem as a whole. Therefore, it is important to know more about the entrepreneurial overconfidence levels of solo entrepreneurs in different countries and their determinants.

Design/methodology/approach

Using Global Entrepreneurship Monitor data for 71 countries over the period 2013–2016, the authors construct a new measure of entrepreneurial overconfidence of solo entrepreneurs and relate this to three recently developed indicators of national culture.

Findings

The findings indicate that EOC levels are positively related to Joy (versus Duty), and negatively related to Trust (versus Distrust). Finally, no significant relationship between entrepreneurial overconfidence and Individualism is found in the study (versus Collectivism).

Research limitations/implications

Given the lack of literature examining the relationship between EOC levels and cultural variables hypotheses were developed using the existent body of knowledge in the area, which is at the early stage of development. The hypotheses derivation has used mostly theoretical arguments relating to the link between national culture and overconfidence of entrepreneurs in general, rather than relating specifically to solo entrepreneurs. The measure of EOC uses expectations of employment growth to proxy overconfidence, but other measures of entrepreneurial success may also be explored.

Practical implications

As the hiring of employees can be a costly process (Coad et al., 2017), it is important that entrepreneurs have realistic expectations of what it requires to hire employees. This is especially the case for solo entrepreneurs since they do not have experience of hiring their own employees. This paper addresses such issues at an aggregate level by exploring what factors explain country differences in overconfidence levels of solo entrepreneurs.

Social implications

It is worthwhile to distinguish between solo and employer entrepreneurs when studying their EOC levels, as the ambitions of these two types of entrepreneurs are different. Empirically, this study introduces a new measure of EOC tailored towards the solo self-employed.

Originality/value

This study contributes to entrepreneurship literature by expanding current knowledge on entrepreneurial overconfidence at the country level. Past research has studied EOC at the individual level, however limited research exists on the phenomenon of EOC from a country level perspective. This is important as unrealised entrepreneurial ambitions may not only create substantial costs for the individual entrepreneurs involved, it may also lead to substantial societal costs, including waste of government resources.

Details

Journal of Small Business and Enterprise Development, vol. 30 no. 4
Type: Research Article
ISSN: 1462-6004

Keywords

Open Access
Article
Publication date: 29 January 2024

Tony Dobbins and Tony Dundon

The purpose of the article is to outline the insights provided by Alan Fox in Man Mismanagement in relation to the rise of the New Right political economy and the spread of…

Abstract

Purpose

The purpose of the article is to outline the insights provided by Alan Fox in Man Mismanagement in relation to the rise of the New Right political economy and the spread of unitarist managerialism. The article assesses the contemporary work and employment relations implications of mismanagement arising from a “second wave” of the New Right ideology from 2010 in the UK.

Design/methodology/approach

Responding to the Special Issue on Alan Fox, the article focuses on Alan Fox's book Man Mismanagement, considering industrial relations developments arising between the 1st (1974b) and 2nd (1985) editions relating to the political rise of the New Right. It reviews various literature that illustrates the contemporary IR relevance of the book and Fox's insights.

Findings

The New Right’s ideology has further fragmented work, disjointed labour rights and undermined collective industrial relations institutions, and macho mismanagement praxis is even more commonplace, compared to when Fox wrote Man Mismanagement. The stripping away of the institutional architecture of IR renders the renewal of pluralist praxis, like collective bargaining and other forms of joint regulation of work, a formidable task.

Originality/value

The value of the article relates to the identification of dramatic historical industrial relations events and change in the UK in Alan Fox's book Man Mismanagement, most notably relating to the rise to power of the Thatcherite New Right in 1979. Originality is evidenced by the authors’ drawing on Fox's ideas and assessing the implications of the “second wave” of the New Right in the contemporary industrial relations (IR) context of the 2020s under the conceptual themes of fragmented work, disjointed labour rights and undermined collectivism.

Details

Employee Relations: The International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0142-5455

Keywords

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