Search results

A range of organizational culture scales have been developed and applied in various industries. However, the measurement of organizational culture is noticeably different according to industry. Measuring organizational culture, specifically as it relates to the hospitality industry, is also a research area that has remained relatively unexplored. The purpose of this chapter is to discuss some essential problems and gaps existing in the previous studies. This chapter also presents a new scale entitled the “hospitality industry organization culture scale” that applies specifically to the hospitality context, and contributes to our understanding of organizational culture within this context. A multidisciplinary and mixed-method research approaches were followed in order to develop a new organizational culture scale for the hospitality industry. The findings suggest that the hospitality industry has unique cultural characteristics that are distinguished from similar industries.

Existing literature on organizational culture focuses on the strategic fit between a firm's culture values and its technology and task environment. This study, however, emphasizes the diffusion perspective of organizational culture, that organizations often imitate cultures of successful firms to reduce uncertainty, resulting in a homogeneous set of organizational culture values that are considered universally beneficial to organizational functioning. Culture values falling into this category include modern values that emphasize innovation, risk-taking, and change, as opposed to more traditional values that focus on stability and consistency. Using 1958 employees from 50 firms in Taiwan and Mainland China, we developed an organizational culture measure consisting of both modern and traditional organizational culture values. We showed that modern organizational culture values were considered beneficial even by employees with traditional personal values.

It is generally recognized that multinational enterprises must take into account country differences in deciding the degree to which it makes sense to localize their human resource management (HRM) strategies and organization cultures to fit with the host country or rather standardize HRM strategies and organization cultures across countries. However, an important vein of academic work assumes that country differences, especially in national culture, are so important that management is “culturally dependent” (Hofstede, 1983) and that “national culture constrains variation in organization cultures” (Johns, 2006). I critically evaluate the logical and empirical evidence (including methodological issues regarding effect size) used to support such constraint arguments and conclude that the evidence is much weaker than widely believed. One implication then is that organizations may be less constrained by national culture differences in managing workforces in different countries than is often claimed. A second implication is that researchers may wish to re-think how they study such issues. I provide suggestions for future research.

As in other countries, the accounting profession in the United States strives to hire and keep qualified professionals, who possess the technical competence and ethical character essential to accounting practice. The reputation of the profession has been periodically tarnished by a lack of ethical behavior on the part of some Certified Public Accountants (CPAs). This suggests a misfit between those in the profession and the ethical values toward which the profession strives. When CPAs commit unethical behavior, doing so creates a major problem for the profession. Research has shown that the congruity of personal values with organizational values, person–organization fit (P–O fit), is an important factor in the hiring, socialization, and retention of employees. This research compares the personal values of US accounting students with the personal values of leaders in the accounting profession. Personal value priorities were measured with the Rokeach Value Survey (RVS). The findings indicated that these samples of accounting leaders (N = 193) and accounting students (N = 516) significantly differed in the priority given to 24 of the 36 personal values. This result suggests a lack of P–O fit between accounting students and the accounting profession. These findings have implications for CPA firms in the United States, specifically with regard to hiring ethically “fitting” staff and fostering an ethical culture in accounting firms.

On a global scale, leadership takes place within a complex environment that is molded both by national culture and organizational culture influences. This chapter explores leader-culture (L-C) fit in this global context. Drawing together distinct perspectives on national culture and organizational culture, we identify potential contingencies of L-C fit across these levels. In addition to identifying key gaps and areas for future exploration, we also discuss the practical uses of fit when selecting and developing leaders. Overall, we argue that researchers and practitioners could benefit from an expanded perspective on cultural fit to simultaneously address aspects of national and organizational culture.

Early efforts in the study of groups had an inherently temporal dimension, notably work on group dynamics and the related study of phases in group problem solving. Not surprisingly, the majority of work linking time to groups has focused on team development. By contrast, work on team performance has tended to take the form Input-Process-Output, in which the passage of time is implied. There is rarely a discussion of how processes might be affected by timing. We suggest ways in which the two literatures might be brought together. We review models of group development and group performance, propose ways in which temporal issues can be integrated into performance models, and conclude by raising questions for future theory and empirical investigation.

United Kingdom and China face both similar and dissimilar challenges in managing eldercare. These challenges are centred around demographic change, caregiving roles and care facilities, work–family conflict and work flexibilities, employment rights, culture norms in caring for the elders and the welfare state. This chapter demonstrates the status quo of each of these challenges in managing eldercare, from both the East and West perspectives. Aside from the challenges, opportunities also emerge. More support services are needed for elders with activities of daily living (ADL) or instrumental activities of daily living. Institutional care is in great demand in China, despite the traditional value of caring for elders at home. Caring for elders with cognitive disabilities has also won attention. In the United Kingdom, elder caregiving issues are focused on older workforce, grandparent caregivers and long-term consequences of combining employment and care in the workplace. Compared to Hong Kong and United Kingdom, mainland China has more space to improve on adapting flexible work hours and promoting employment rights of workers. ‘Sandwich’ carers and women caregivers were given special attention in our discussion. At the end of the chapter, results from a survey studying older employees who are also caregivers were also presented.