It is now widely recognized that countries around the world are becoming increasingly interconnected, and that both public and private organizations are of necessity becoming increasingly global. As ...political, legal, and economic barriers recede in this environment, cultural barriers emerge as a principal challenge to organizational survival and success. It is not yet clear whether these global realities will cause cultures to converge, harmonize, and seek common ground or to retrench, resist, and accentuate their differences. In either case, it is of paramount importance for both managers and organizational scholars to understand the cultural crosscurrents underlying these changes. With contributions from an international team of scholars, this book reviews, analyzes, and integrates available theory and research to give the best information possible concerning the role of culture and cultural differences in organizational dynamics.
Organizational culture is understood to emanate from the management philosophy & leadership vision, along with workforce national culture, individual member’s background, beliefs, aspirations, ...perceptions & external interactions (Žarkić-Joksimović and Marinković 2018). The workforce composition seen across the Middle East presents a unique scenario deviating from the assumption of a singular core national culture in organizations. Figures available on the public domain indicate 99% expatriate employment in UAE private sector (Kapiszewski 2004) bringing about an amalgamation of cultural traits. The researcher, an HR practitioner, has made observations that expat national groups tend to respond differently on organizational stimuli, leading to investigation of nationality-based affiliation among workforce as well as existence of parallel cultural groups within the organization, focusing on healthcare sector. The research objectives are to review if majority expat national groups deviate from established country specific identifiers, the assessment of majority group behaviour on organizational cultural markers, review of the moderating effect of expat tenure & professional identity on the national cultural values, and to review whether large organizations in the UAE succeed in maintaining a unique organizational cultural identity across facilities, irrespective of employing varied expatriate majorities. Hofstede's Culture Onion Model (Hofstede and Hofstede 2005) is assumed as the base for investigating the research problem. This model ties together the concepts of National & Organizational Culture by linking the Cultural Dimensions Theory (Hofstede 1980) & the Multi-Focus Model on Organizational Culture (Hofstede 1997). Following a quantitative research design undertaken as a cross-sectional study, data collected is analysed for causal relationships. An adapted questionnaire is used, merging the elements of Hofstede's Values Survey Module (Hofstede and Minkov 2013) & the organizational cultural values questionnaire (Hofstede et al. 1990). A pilot study testing internal validity & reliability of the survey tool returned a score of 0.736 establishing acceptable range of internal consistency. The target population of around 2400 employees are considered from two tertiary care hospitals in Abu Dhabi, with different majority expat nationality mix. Sample size of 331 at 95% confidence is assumed using the Krejcie & Morgan table (Krejcie and Morgan 1970). Probability sampling is used to select the sample, with stratified random sampling method to ensure nationality representation proportional to the percentage strength in target population. Survey data generated an aggregate reliability score of 0.836. Hypotheses testing is performed & results further substantiated using Hofstede’s formulae for national cultural dimensions (Hofstede and Minkov 2013). A follow-up study on an independent sample from an acquired business of the entity, is conducted to exalt credibility to the outcomes and establish universality across a wider population. Significant differences among the majority nationalities were observed on multiple national and organizational cultural variables as well as behaviour of varying tenure groups. Majority groups seem to stay true to their nationality behavior irrespective of professional association. The cultural identity at different business units of the organization is observed to align to the majority expatriate nationality mix. Due to low to moderate correlation in hypothesis test results, the researcher has furthered the review of the data by quantifying the national & organizational cultural dimension scores to arrive at inferences. The follow-up study generated results closely aligning with the main study giving a peek into the multinational workforce behavior in a small-scale business. Hofstede’s culture onion model places organizational culture as a set of cultural dimensions which are evolved from the national cultural values, influenced by other factors unique to the organization. Prior studies have reviewed the organizational behavioural identity assuming a uniform core of same nationality workforce. This study was undertaken as a deviation analysis, reviewing how the organizational cultural dimensions would behave on Hofstede’s model, when the original construct is altered with multiple nationality groups at the core. The findings substantiate the criticality of acknowledging nationality based cultural variations present within a majority expat workforce. It reiterates the importance of a concerted management effort to define & develop a unique cultural identity for the organization, as well as the significance of cultural assimilation of expatriates. The results highlight how the organizational culture can be fragmented with the presence of multiple majority nationalities. The study generated valuable insights on the current organizational cultural identity. Increased talent mobility is resulting in workforces around the world soaring in mixed nationality staffing. While existing literature seem to lack in depth review of the cultural imbalances brought about by such workforce changes, the current study offers a unique perspective of how the nationality specific cultural traits are influencing the workforce group behaviour in organizational setting.
Using the firm-level corporate social responsibility (CSR) ratings of Kinder, Lydenberg, Domini, we find that firms score higher on CSR when they have Democratic rather than Republican founders, ...CEOs, and directors, and when they are headquartered in Democratic rather than Republican-leaning states. Democratic-leaning firms spend $20 million more on CSR than Republican-leaning firms ($80 million more within the sample of S&P 500 firms), or roughly 10% of net income. We find no evidence that firms recover these expenditures through increased sales. Indeed, increases in firm CSR ratings are associated with negative future stock returns and declines in firm ROA, suggesting that any benefits to stakeholders from social responsibility come at the direct expense of firm value.
The importance of big data and predictive analytics has been at the forefront of research for operations and manufacturing management. The literature has reported the influence of big data and ...predictive analytics for improved supply chain and operational performance, but there has been a paucity of literature regarding the role of external institutional pressures on the resources of the organization to build big data capability. To address this gap, this paper draws on the resource‐based view of the firm, institutional theory and organizational culture to develop and test a model that describes the importance of resources for building capabilities, skills and big data culture and subsequently improving cost and operational performance. We test our research hypotheses using 195 surveys, gathered using a pre‐tested questionnaire. Our contribution lies in providing insights regarding the role of external pressures on the selection of resources under the moderating effect of big data culture and their utilization for capability building, and how this capability affects cost and operational performance.
Rizikos valdymo sistema tiek Kazachstano, tiek daugelio kitų šalių valstybinėse institucijose tampa ypač aktuali ir moksliškai problemiška, nes nacionaliniuose projektuose ir plėtros planuose ...nustatytos užduotys dažnai įgyvendinamos neapibrėžtumo ir veiksnių įvairovės sąlygomis, todėl gali būti sunku tiksliai nustatyti ir kiekybiškai įvertinti riziką priimant valdymo sprendimus. Remiantis moksliniais požiūriais į rizikos valdymą viešajame sektoriuje, šiame straipsnyje bandoma ištirti Kazachstano valstybės tarnautojų pasirengimo įgyvendinti rizikosvaldymo būklę ir nustatyti darbuotojų bazinių kompetencijų spektrą bei organizacinėskultūros lygį, nes organizacijų kultūros ir struktūros skirtumai gali turėti įtakos sėkmingamrizikos valdymo įgyvendinimui viešojo administravimo lygmeniu. Analizuojant minėtą problemą taikytas kiekybinis mokslinio tyrimo metodas – apklausa. Ji leido padaryti išvadas ir apibendrinti didelę respondentų grupę –Kazachstanovalstybės tarnautojus, apie 70 000 darbuotojų. Apklausa buvo atlikta naudojant internetinę platformą, buvo konfidencialaus pobūdžio, todėl tyrimo rezultatai pasižymi reprezentatyvumu ir patikimumu.
Future leaders need to understand and analyze the impact of culture on organizations. Furthermore, they should lead in influencing cultural change within their institutions. When a group of people ...formulates an organization, its culture reflects that of the larger community, and impacts behavior both within and without enterprise. The human and material energy exchanged through the organization is affected by culture, which may foster or undermine productivity and profits. Organizational culture may motivate or obstruct high performance. Culture is a dynamic concept that changes, as does the way we communicate it. Those with the mindset and skill of a global manager exercise proactive leadership in altering both macro and micro levels of culture. To cope effectively with accelerating change, future leaders continuously revise their images of self, role, and organization, so that attitude and behavior are modified accordingly. This article presented leadership in cultural change, people and future organizational cultures, and developing change strategy. Keywords: Leadership in Cultural Change, People and Future Organizational Cultures.
Using a novel database of firm patents and board characteristics across 45 countries, we examine both within- and cross-country determinants of board gender diversity and its relation to corporate ...innovation. Boards are more likely to include women in countries with narrower gender gaps, higher female labor market participation, and less masculine cultures. Firms with gender diverse boards have more patents and novel patents, and a higher innovative efficiency. Further analyses suggest that gender diverse boards are associated with more failure-tolerant and long-term chief executive officer (CEO) incentives, more innovative corporate cultures, and more diverse inventors, characteristics that are conducive to an improved innovative performance.
Despite significant interest in corporate culture, there is little empirical research on its role in influencing corporate misconduct. Using cultural background information on key company insiders, I ...construct a measure of corporate corruption culture, capturing a firm's general attitude toward opportunistic behavior. Firms with high corruption culture are more likely to engage in earnings management, accounting fraud, option backdating, and opportunistic insider trading. I further explore the inner workings of corruption culture and find evidence that it operates both as a selection mechanism and by having a direct influence on individual behavior.
Organizational culture has always been a mainstream issue of research in the field of organizations, and its connotation has been gradually enriched, perfected and presented a trend of ...diversification. Innovation is perceived as a critical factor in helping enterprises to retain competitive advantages, while employee innovation behaviour is thought to be the basis for enterprises to innovate. Using the definitions proposed by Chinese and foreign scholars in the past decade for reference and from the perspective of social cognitive theory, this paper, in the form of an argumentative essay, mainly to elaborate the connotation of organizational culture as well as the concept of employee innovation behavior, and it studies on the impact mechanism of organizational culture on employees and defines the research concepts on the impact of employee innovation behavior. And therefore the paper introduces the state of related research in China and abroad by outlining and summarizing the existing research, and points out that an organization creating atmosphere of encouragement for innovation can stimulate the employee’s sense of self-efficacy and further make the individuals sense of self-reliance, sense of efficacy, which in turn leads to a sense of innovation among individual employees. This paper theoretically shows that organizational culture plays a rather positive part in guiding individual employee to display innovative behaviors, and by summarizing and reviewing the existing studies, it points out the future development prospect of this field, which will provide reference and help for the subsequent researchers to carry out their studies.
Aborda questões relativas à memória organizacional e seus atributos voltados às práticas inter-relacionadas a gestão do conhecimento, bem como sua influência em aspectos que norteiam a cultura da ...organização. A memória organizacional situa-se como um dos principais pilares da gestão do conhecimento. Objetiva refletir como a memória se relaciona com a cultura organizacional que, por sua vez, viabiliza o aprendizado e a produção de conhecimento organizacional. Adota, como procedimentos metodológicos, a revisão de literatura a partir de levantamento realizado na Base de Dados Referenciais de Artigos de Periódicos em Ciência da Informação e no Google Acadêmico. Como resultado, evidencia que a cultura organizacional está intrinsecamente relacionada a memória organizacional e, sendo assim, deve ser utilizada como um instrumento que propicia o compartilhamento e reuso do conhecimento organizacional no âmbito da gestão do conhecimento.
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