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Country of origin (COO) effect refers to the influence of COO on consumers' perception and evaluation of a product. This research explores the impact of consumers' power distance on COO effect.

We conducted two experiments to test the relevant hypotheses.

The results indicate that power distance has a polarizing influence on COO effect. That means, for products from countries with good images, the higher the consumers' power distance, the better their evaluation of the products; while for products from countries with poor images, the higher the power distance, the worse their evaluation of the products. The research also finds the moderating effect of consumers' competence–related country-related affect (CRA). When holding positive competence–related CRA, for products from countries with good images, the higher the consumers' power distance, the better their evaluation of the products; for products from countries with poor images, consumers' power distance has no effect. When having negative competence–related CRA, for products from countries with poor images, the higher the consumers' power distance, the worse their evaluation of the products; for products from countries with good images, power distance has no effect.

This study finds that depending on the perception of COO image, power distance not only improves the evaluation of products but also lows such evaluation, reflecting a two-way polarizing feature.

This paper aims to reveal the effects of an organisation’s bargaining power on its negotiating behaviours (including integrating, obliging, compromising, dominating and avoiding) in the context of inter-organisational conflict in construction projects and investigate how organisational power distance orientation moderates the relationship between the organisation’s bargaining power and its negotiating behaviours.

The authors conducted a questionnaire survey among practitioners in the Chinese construction industry with the final sample consisting of 219 responses. A structural equation model was used to analyse the data and test the hypotheses.

The results reveal that an organisation’s bargaining power is positively associated with dominating and integrating behaviours but negatively associated with obliging and avoiding behaviours. Additionally, bargaining power is found to be negatively associated with compromising behaviour when the organisation has a high power distance orientation. Finally, a higher degree of power distance orientation strengthens the positive effect bargaining power has on dominating behaviour.

The findings can help practitioners to predict the negotiating behaviours of a counterpart according to its bargaining power and the power distance in its organisational culture. This can then enable practitioners to adjust their strategies accordingly and steer the negotiations towards a win–win outcome.

This study applies the approach-inhibition theory of power to inter-organisational negotiations and empirically tests the relationship between an organisation’s bargaining power and its negotiating behaviours in the context of construction projects. Additionally, this study reveals that organisational power distance orientation moderates this relationship.

This study aims to examine the link between power distance culture and whistleblowing intention or propensity in the African context.

The study achieves its aim by reviewing literature on power distance culture and whistleblowing, and it draws on the outcomes of relevant previous studies. It then reflects on some cultural practices in Africa in relation to the topic and uses examples from Ghana to exemplify the discussions.

It is considered unacceptable and disrespectful for subordinates to challenge or question their superior’s actions and decisions in high power distance societies. High power distance culture increases the perception of the negative consequences of whistleblowing, as whistle-blowers are regarded as traitors instead of civic heroes. These issues consequently provide major disincentives to subordinates engaging in whistleblowing, leading to low whistleblowing propensity in high power distance societies and implications for the increasing rate of corruption in Africa.

The study findings imply that high power distance culture creates a “culture of silence”, which in turn provides fertile grounds for corporate crimes and unethical conducts. Authorities in high power distance societies should therefore institute adequate incentive schemes and shields to encourage and safeguard the safety of whistle-blowers.

In this era, where corporate scandals have become the order of the day and indeed a global canker, this study brings to the fore the destructive and limiting roles of culture, specifically power distance culture on the global war against unethical corporate practices and scandals.

This paper aims to examine the critical role played by cultural flow in fostering successful expatriate cross-border transitions.

The authors develop and test a model on the interplay among cultural intelligence, organizational position level, cultural flow direction and expatriate adaptation, using a data set of 387 expatriate on cross-border transitions along the Belt & Road area.

The authors find that both organizational position level and cultural flow moderate the relationship between cultural intelligence and expatriate adaptation, whereby the relationship is contingent on the interaction of organizational position status and assignment directions between high power distance and low power distance host environments.

Previous research has shown that higher levels of cultural intelligence are positively related to better expatriate adaptation. However, there is a lack of research on the effect of position difference and cultural flow on such relationship. Our study is among the first to examine how the interaction between cultural flow and organizational position level influences the cultural intelligence (CI) and cultural adjustment relationship in cross-cultural transitions.

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.

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

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.

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.

The purpose of this paper is to examine the moderating effects of market growth on the relationships between power distance and new venture performance and between market information utilization in new ventures and new venture performance in China.

This study uses content analyses and OLS regressions.

First, power distance and market information utilization have positive effects on Chinese new venture performance. Second, in a low market growth environment, increasing power distance increases Chinese new venture performance. Third, in a high market growth environment, increasing power distance decreases, not increases, Chinese new venture performance.

This study contributes to the market orientation literature by examining the moderating effects of market growth on the market information utilization-performance relationship in China. This study also adds to the existing understanding of power distance and market information utilization in contingency theoretical perspective.

Chinese new ventures operating in a high-growth market should reduce power distance. However, when operating in the low market growth industry, Chinese new ventures should increase power distance. While all Chinese new ventures should use market information to make decisions, the roles of market information are more important for Chinese new ventures operating in high market growth industries than for those operating in low market growth industries.

This study examines the moderating effects of market growth on the positive relationship between power distance and Chinese new venture performance and the positive relationship between market information utilization on Chinese new venture performance in the same model.

Individualism‐collectivism and power distance are among the dimensions of national culture frequently discussed in the leadership literature and in executive development programmes. Examines cross‐cultural leadership implications of the likely interaction of collectivism and high power distance. Includes a call for more awareness of how collectivism and power distance may together influence workplace behaviour. Suggests that this awareness needs to be incorporated in cross‐cultural leadership training and research agendas.

This paper presents a meta-analysis of the electronic banking (e-banking) customer loyalty literature in the last 10 years. The study investigated the moderating role of national culture in the relationship between e-banking customer loyalty and its antecedents.

Using a meta-analysis of customer loyalty in 19 countries, the authors incorporated national culture scores based on Hofstede's cultural dimensions to explore how the relative importance of e-banking customer loyalty antecedents varies across cultures.

The study revealed that national culture moderates the relationship between e-banking customer loyalty and its seven antecedents for four cultural dimensions, yet there was no significant moderation for satisfaction.

This study reviewed the relationships in the literature on customer loyalty in e-banking contexts, extending and enriching the current knowledge. However, some specific limitations, such as the non-use of qualitative studies and the clipping of adverse concepts, exist in the secondary data and should be considered.

The results show that the seven antecedents affect e-banking customer loyalty to different degrees. Managers should incorporate cultural factors in e-banking customer management.

Only a few studies have assessed cultural differences in relation to e-banking customer loyalty. The authors address this need by offering deeper insights into how cultural dimensions moderate the relationships between e-banking customer loyalty and its antecedents through a meta-analytical review. The study findings offer managers a new perspective of leveraging the benefits of cultural differences, enhancing their decision-making in international business.

This paper provides a comprehensive assessment of the influencing factors on knowledge transfer through meta-analysis with an emphasis on the influence of cultural contexts.

The approach involved the evaluation and analysis of 69 published empirical studies and the categorization of these studies into two groups based on different cultural contexts as described by Hofstede. A meta-analytic approach was then employed to provide a comparative analysis of the categorized studies.

The results of the meta-analysis of the influencing factors of knowledge transfer are consistent with the results obtained in most previous studies, indicating a maturation of research in this area. Influencing factors such as knowledge ambiguity, tie strength, trust, and common cognition are shown to impact knowledge transfer in different cultural contexts, particularly with regard to the individualism-low power distance and collectivism-high power distance dimensions defined by Hofstede.

This analysis was limited to the correlation between the influencing factors and the general performance in knowledge transfer and did not specifically address more detailed dimensions such as efficiency and effectiveness. In addition, this analysis was restricted to the cultural contexts of only two cultural dimensions. However, the review of this broad range of studies provided sufficient data to allow an in-depth analysis of related influencing factors and helped to illustrate and exemplify the influencing mechanisms of culture on knowledge transfer.

The results presented in this paper can help managers working in cross-cultural environments to understand the key influencing factors that affect knowledge transfer in the workplace. By understanding these factors, managers can more effectively implement methods and procedures that improve cross-cultural knowledge transfer in the work environment.

This paper provides a detailed insight into the influencing factors found between two distinctive cultural contexts and offers a fresh analysis of influencing factors with regard to knowledge transfer in a cross-cultural environment.

The purpose of this paper is to compare the direct and indirect effects of transformational, ethical and empowering leadership (EL) on promotive and prohibitive voice behavior. The study also explores the mediating effects of leader-member exchange (LMX) and moderating effects of individual power distance orientation (IPDO) in the hypothesized model. The research conducted attempts to identify the most suitable leadership style for encouraging promotive and prohibitive voice behavior in service sector organizations in India.

Purposive and snowball sampling was used for data collection. Necessary condition analysis (NCA) was conducted to identify the most suitable style for encouraging promotive and prohibitive voice behavior. The results NCA were later verified using the structural equation modeling technique.

Results of the study displayed the supremacy of EL style in promoting high-quality LMX and “promotive and prohibitive” voice over transformational and ethical leadership in Indian service organizations. Considering the overall results of the study, EL appears to be the most suitable style for encouraging promotive and prohibitive voice in a high power distance country like India.

Self-reported measures utilized in the study might have affected the findings and hence, should be interpreted with caution.

Researchers propose the adoption of EL style for encouraging promotive and prohibitive voice in Indian service sector organizations. The researchers also highlight the noteworthy impact of LMX and IPDO on promotive and prohibitive voice behavior, which makes it a point for the leaders to work toward lowering IPDO amongst followers to promote both promotive and prohibitive voice behavior for the growth of an organization.

The study is the first one to conduct a comparative moderated mediated examination to analyze the effects of transformational, ethical and EL in encouraging promotive and prohibitive voice behavior in Indian organizations.