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1 – 10 of over 33000Christian J. Resick, Jacqueline K. Mitchelson, Marcus W. Dickson and Paul J. Hanges
In this chapter, we propose that society- and organization-level social context cues influence the endorsement of ethical leadership. More specifically, we propose that certain…
Abstract
In this chapter, we propose that society- and organization-level social context cues influence the endorsement of ethical leadership. More specifically, we propose that certain organizational culture values provide proximal contextual cues that people use to form perceptions of the importance of ethical leadership. We further propose that specific societal culture values and societal corruption provide a set of more distal, yet salient, environmental cues about the importance of ethical leadership. Using data from Project GLOBE, we provide evidence that both proximal and distal contextual cues were related to perceptions of four dimensions of ethical leadership as important for effective leadership, including character/integrity, altruism, collective motivation, and encouragement.
Kerstin A. Aumann and Cheri Ostroff
In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being…
Abstract
In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being paid to the appropriateness of various human resources management (HRM) practices because practices that may be effective within one cultural context may not be effective in other cultural contexts. This chapter argues that a multi-level perspective is needed to explain the interplay between HRM practices and employee responses across cultural contexts. Specifically, the multi-level framework developed in this chapter elucidates the importance of fit between HRM practices, individual values, organizational values, and societal values. Societal values play a key role in the adoption of HRM practices, and the effectiveness of these HRM practices will depend largely on “fit” or alignment with the values of the societal culture in which the organization is operating. HRM practices also shape the collective responses of employees through organizational climate at the organizational level and through psychological climate at the individual level. For positive employee attitudes and responses to emerge, the climate created by the HRM practices must be aligned with societal and individual values. Building on these notions, the strength of the societal culture in which the organization is operating serves as a mechanism that links relationships between climate, value fit, and attitudes across levels of analysis. The chapter concludes with some recommendations for future research and implications for practice.
Abraham Stefanidis, Moshe Banai, Ursula Schinzel and Ahmet Erkuş
The purpose of this study is to refine theory of negotiation by empirically investigating the extent to which national-, societal- and individual-level cultures relate to…
Abstract
Purpose
The purpose of this study is to refine theory of negotiation by empirically investigating the extent to which national-, societal- and individual-level cultures relate to negotiators' tendency to endorse questionable negotiation tactics.
Design/methodology/approach
To assess the hypothesized relationships between culture and ethically questionable negotiation tactics at three cultural levels of analysis, the authors collected data from Turks who reside in Turkey and in Germany and from Greeks who reside in Greece and in Cyprus. Respondents' national-level cultural values were inferred from their nationality, respondents' societal-level cultural values were inferred from their country of residency, and respondents' individual-level cultural values were inferred from their discrete and unique individuality.
Findings
At the national level, the authors found that Turks in Turkey and Germany scored significantly higher than Greeks in Greece and Cyprus on the endorsement of pretending negotiation tactics. At the societal level, the authors found that Turkish negotiators in Germany displayed higher levels of lying negotiation tactics and lower levels of pretending negotiation tactics than Turkish negotiators in Turkey. Greek negotiators in Greece endorsed deceiving and lying tactics more than Greek negotiators in Cyprus. At the individual level, the authors found that negotiators who score high on vertical individualism and collectivism endorse questionable negotiation tactics significantly more than negotiators who score high on horizontal individualism and collectivism.
Originality/value
The authors empirically demonstrate how national-, societal- and individual-level cultures differentially influence negotiators' tendency to endorse questionable negotiation tactics. The study's trilevel analysis allows for integrating the societal-level theories of negotiators' acculturation and cultural adjustment to a host culture, highlighting the importance of bicultural identity.
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Arief Banindro Kartolo and Catherine T. Kwantes
The purpose of this paper is to fill the gap in the literature by exploring the perceived societal discrimination as an antecedent of perceived organizational discrimination, and…
Abstract
Purpose
The purpose of this paper is to fill the gap in the literature by exploring the perceived societal discrimination as an antecedent of perceived organizational discrimination, and investigating the impact of organizational culture (i.e. constructive, passive-defensive and aggressive-defensive culture norms) on perceptions of discrimination in the workplace.
Design/methodology/approach
A total of 176 American employees completed three surveys assessing perceived societal discrimination, perceived organizational discrimination and organizational culture online through Amazon Mechanical Turk. Data were analyzed using hierarchical multiple regression method.
Findings
Results suggest individuals’ perceptions of discrimination in the workplace are influenced by both perceived discrimination in society and perceptions of behavioral norms related to organizational culture. Findings in the current study indicated individuals’ attitudes and beliefs manifested in the societal context were carried into, and reflected in, the workplace. Additionally, beliefs related to organizational discrimination were found to be amplified or minimized depending on organizational culture; specifically, organizations dominated by culture norms reflecting behaviors related to individual security needs predicted higher levels, and culture norms reflecting behaviors related to meeting employee satisfaction needs predicted lower levels of perceived organizational discrimination.
Originality/value
This paper tested theoretical frameworks debated in the literature by exploring beyond institutional boundaries in the study of perceived discrimination by exploring perceived societal discrimination as an antecedent to perceived organizational discrimination. This project also is the first study (to authors’ knowledge) to investigate the impact of organizational culture on perceived organizational discrimination.
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In the knowledge‐based environment business firms face today, “high performance” organization is in popular demand. This paper aims to identify dimensions of organizational culture…
Abstract
Purpose
In the knowledge‐based environment business firms face today, “high performance” organization is in popular demand. This paper aims to identify dimensions of organizational culture that are relevant in creating and maintaining a high performance organization within and across cultures.
Design/methodology/approach
The hypotheses are tested using the 62‐society Global Leadership and Organizational Behavior Effectiveness data on organizational and societal cultures. The impact of uncertainty avoidance, future orientation, power distance, gender egalitarianism, and humane orientation values and practices, at the organizational and societal level, is evaluated using hierarchical linear model methodology.
Findings
Several strategic facets may help develop high performing organizations. First, invest in the societies where such organizations are common. Second, invest in the societies that have uncertainty absorbing technological infrastructure and that are culturally sensitive (humane oriented). Third, invest in one or more of the five techniques that support the practice of high performing organizations. Fourth, invest in the societal contexts that value gender diversity, as they are more likely to value a shift towards high performing organizations. Fifth, invest in forming alliances with the organizations that value gender diversity, future‐oriented workforce strategies, and uncertainty absorbing technological infrastructure, as they are more likely to positively reinforce partner efforts to become high performing.
Research limitations/implications
A multi‐faceted (five strategic facets), multi‐dimensional (five cultural techniques), and multi‐level (organizational and societal) approach to the development of high performing systems will help organizations foster and sustain an open culture, where cultural sensitivities are addressable through a climate of exchange and mutual give and take.
Originality/value
The paper uses a cross‐cultural database to identify the cultural dimensions of high performance organizational design.
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Kerstin A. Aumann and Cheri Ostroff
In this response, we address the thoughtful commentaries by Chen and Tsui, and Erez and highlight three overarching themes emerging from their contributions. First, we address the…
Abstract
In this response, we address the thoughtful commentaries by Chen and Tsui, and Erez and highlight three overarching themes emerging from their contributions. First, we address the challenge of balancing complexity and parsimony in our model of values, HRM practices and fit in cross-cultural contexts. Second, we provide further explanations of the linkages between societal and organizational values. Third, we address the question of whether culture and climate should be treated as separate constructs in the model. In doing so, we hope to stimulate future progress in multi-level and cross-cultural perspectives of HRM and fit.
Xiao-Ping Chen and Anne S. Tsui
Aumann and Ostroff proposed a very comprehensive framework that attempts to identify the antecedents, mediators, moderators, and consequences of human resource management (HRM) in…
Abstract
Aumann and Ostroff proposed a very comprehensive framework that attempts to identify the antecedents, mediators, moderators, and consequences of human resource management (HRM) in cross-cultural contexts. It is an ambitious framework that spans three levels of analysis (society, organization, and individual) with mechanisms of fit occurring at both the macro- and microlevels, focuses on both structure and process, and identifies cross-level interactions. The authors considered organizational and psychological climate as the key integration between culture and employee responses, and in this process inadvertently dismissed the function of organizational culture. We propose an organizational perspective on multi-level cultural integration and discuss its implication for cross-cultural HRM, highlighting the role of organizational culture as the major focus for integration with a host country's societal culture and its local employees’ values. The analysis is enriched by considering the strength of both organizational and societal culture and the cultural distance between the home and host country of the multinational firm. We identify how our approach has both augmented and simplified Aumann and Ostroff's framework to facilitate future research.
Heh Jason Huang and Ali Dastmalchian
The purpose of this paper is to examine the associations of societal trust and distrust with customer orientation. This paper also examines the impact of the above associations on…
Abstract
Purpose
The purpose of this paper is to examine the associations of societal trust and distrust with customer orientation. This paper also examines the impact of the above associations on organizational and HRM aspects of cautiousness, culture for change and job satisfaction in the banking industry.
Design/methodology/approach
The data for this paper were collected from 812 bank employees in China, Taiwan, Hong Kong, and the USA. Based on the suggestions in the literature this paper provides evidence to support the assertion that concepts of trust and distrust are not part of the same continuum.
Findings
The results show a positive association between trust and customer orientation, and provide support for the conceptual distinction between societal trust and distrust. In addition, the study shows that the presence of a culture for change in banks moderates the relationship between societal trust and customer orientation. The results also suggest the overall importance of exercising cautiousness in the banking industry.
Research limitations/implications
Limitations of this research include collection of data from single sources (bank employees) and the cross‐sectional nature of the design. Implications of the results are: the distinction between trust and distrust and its implications for management of trust in organizations; the connection between trust, customer orientation and company performance; specific issues relating to banks – e.g. importance of culture of change, cautiousness and trust.
Practical implications
Impact of developing trust in banks is not just for the quality of the relationships among bank employees. It is also perceived by the bank's customers and will have positive implications for the performance of the bank. Also, minimizing or removing “distrust” before expecting a working environment characterized by trust can be achievable. Also, importance of creating a culture that is conducive to change is a key component of a developing and maintaining trust in organizations.
Originality/value
The evidence that shows the conceptual distinction between trust and distrust is a key finding. Also, cross national data on banks in which trust is shown to be connected to customer orientation and by implication to bank's performance in a unique finding.
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Job‐related stress has significant untoward consequences and appears to be wide‐spread. Although job‐related stress has a number of causes, the focus of this study is the stress…
Abstract
Job‐related stress has significant untoward consequences and appears to be wide‐spread. Although job‐related stress has a number of causes, the focus of this study is the stress associated with the lack of alignment between managers’ societal values and the culture of the organization in which the manager works. Using a sample of 78 Greek managers, it is argued that the Eiffel Tower organizational culture, characterized by low levels of decentralization and high levels of formalization, is congruent with the Greek societal values of high power distance and strong uncertainty avoidance, reducing Greek managers’ job‐related stress and increasing their performance. Results indicate that an Eiffel Tower organizational culture/Greek societal culture fit is associated with lower reported job stress but not increased managerial performance. Implications of the results are discussed.
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Michael Jakobsen, Verner Worm and Xin Li
When analyzing modes of navigating a multi-cultural environment in a multinational corporation (MNC), most studies employ an etic approach that delineates how, for example…
Abstract
When analyzing modes of navigating a multi-cultural environment in a multinational corporation (MNC), most studies employ an etic approach that delineates how, for example, multi-cultural companies thrive and maneuver in a likewise multi-cultural business contexts. This approach implies the use of theoretical models and empirical observations that from a methodological view identify an employee as either an objectified agent or as an anonymous “other,” indicating that such approaches are rooted in an ethnocentric academic tradition. Acknowledging the merits of this tradition, we take the methodological approach a step further and introduce an emic or contextualized approach that makes employees themselves provide the bulk of data on how and why they position themselves in a multi-cultural organization the way they do. The main objective of this chapter is thus to discuss how employees develop personal strategies to navigate in a complex multi-cultural organization. The study takes off by developing a theoretical model for how to approach emic studies and then proceeds to suggest a methodological approach that is capable of providing empirical data for a model based on a combination of both etic and emic approaches. This constitutes a first step towards developing a generic model of how to deal with context. In order to test the model, the empirical focus will be on the relationship between the headquarter of the Danish MNC, Maersk Line, in Denmark and its subsidiaries in Asia. This relationship is analyzed on the basis of interviews in the Danish headquarter and in the local offices in Tokyo, Kuala Lumpur, and Penang.
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