The concept of entrepreneurial orientation (EO) is universally applicable, and many empirical studies report a positive relationship between EO and performance in different national contexts. ...Empirical research, however, scarcely addresses which country-level contingencies affect the EO–performance link. Building on two second-order factors of societal culture—performance-based culture (PBC) and socially supportive culture (SSC)—the present study proposes and tests such a contingency framework. Using a data set of 1248 SMEs from seven national contexts, multilevel analyses show that PBC positively moderates the relationship between EO and performance, whereas SSC has no moderation effect.
•We examined factors influencing U.S. and Korean professional women’s decisions to use work-life balance programs (WLBPs).•Work-nonwork self-efficacy (WNSE) is examined as belief in one’s competence ...to achieve work-nonwork balance.•Women reported that societal-level gendered norms greatly influence their WNSE.•Women reported that aspects of organizational culture influence their WNSE and WLBP use.•Women’s WNSE influences and is influenced by WLBP use.
This research examines data from in-depth interviews with professional women in the U.S. and Korea to explore the underuse of work-life balance programs (WLBPs) in these two countries. Using thematic analysis, the study examines these women’s perceptions of the influence of societal and organizational culture on their WLBP use. It also examines their beliefs that work-nonwork balance is achievable labelled work-nonwork self-efficacy (WNSE) as well as their perceptions of how societal and organizational culture influence their WNSE. Overall, women in Korea spoke more strongly about the influence of societal culture on their WLBP use and WNSE, while women in the U.S. spoke more strongly about the influence of organizational culture. In particular, collectivism, power distance and gendered norms were strongly and consistently noted by interviewees from the Korean sample as factors influencing their WLBP use and WNSE. Alternatively, power distance, uncertainty avoidance and gendered norms were mentioned consistently by interviewees from the U.S. sample, but these women placed greater emphasis on organizational cultures elements as influencing their WNSE and WLBP use. Using a general organizational culture framework (rather than focusing specifically on family-friendly/family-supportive culture), the study found several specific elements of organizational culture that were perceived as influencing women's WLBP use and WNSE in both countries. While much literature focuses on the potential positive impact of WLBP use on women’s work-nonwork balance, we found that many women did not believe that work-nonwork balance would be achievable through WLBP use and so did not use these programs. Study findings suggest additional research that examines societal and organizational culture simultaneously is needed.
We examine the direct relationships for both individual values and organizational-level culture on the quality of leader-member exchange (LMX) in a multilevel, multi-society study. In addition, we ...investigate the moderating roles of organizational- and societal-level cultures. Using 2343 respondents from 12 samples, we performed hierarchical linear modelling analysis and found that individual-level collectivism and organizational-level clan and hierarchy cultures were positively related to LMX, while individual-level individualism and organizational-level market and adhocracy cultures were negatively related to LMX. None of the organizational culture types or societal cultures had any moderating effects. One implication of the lack of moderating findings is that the main effect findings may be global, suggesting that they are not constrained by the organizational culture or societal culture in which they are embedded. We discuss additional implications for these findings.
Safety culture across cultures Yorio, Patrick L.; Edwards, Jason; Hoeneveld, Dick
Safety science,
December 2019, 2019-Dec, 2019-12-00, 20191201, Volume:
120
Journal Article
Peer reviewed
Open access
•National culture colors nearly every aspect of human behavior.•Safety culture can reflect the national culture in which an organization resides.•Therefore, national culture may have a strong ...influence on worker safety.•The effectiveness of different safety strategies may depend on national culture.
National culture colors nearly every aspect of human behavior (Javidan et al., 2006). Despite this truism, the concept has yet to be integrated into organizational safety culture theory. The purpose of this article is to bring awareness as to how national culture can influence organizational safety culture. We do so by theorizing that the shared organizational beliefs, assumptions, and values related to safety (i.e., the anthropologic component of safety culture) are a reflection of the national culture in which the organization’s workers are embedded. These organizational values, beliefs, and assumptions directly influence worker perceptions of organizational life and their behavioral choices. Given this prospectively strong direct influence on organizational behavior, we reason that the effectiveness of different organizational structure designs, safety management practices, and leadership characteristics (i.e., safety culture’s normative component) can depend on characteristics of the national culture within which the organization resides. We conclude by providing a few key practical suggestions and directions for future research.
Purpose
Grounded in social cognitive career theory (SCCT), this study aims to examine the influence of contextual factors on the relationship between career satisfaction and organizational ...commitment, within the banking sector in Kuwait.
Design/methodology/approach
This study used a cross-sectional design analyzing a self-report questionnaire (
N
= 278).
Findings
This study investigates affective, normative and continuance commitment in relation to career satisfaction, within the banking sector in Kuwait. Findings indicate a positive relationship between career satisfaction and all of affective, normative and continuance commitment; although the relationship that appears to be the strongest is between career satisfaction and normative commitment.
Research limitations/implications
The single site, cross-sectional approach is a limitation. The data were collected before the COVID-19 pandemic. Future research into career satisfaction and organizational commitment in different sectors is necessary and a replication of this study in a post-COVID context would also be valuable.
Practical implications
Human resource development (HRD) policies in contexts such as Kuwait should prioritize career progression initiatives to enhance career satisfaction and contribute to increased organizational commitment. More attention is necessary to organizational HRD career planning and development policies and processes. Effective line manager development programs to equip managers to provide feedback and constructive performance management are recommended, as is the organizational provision of career counseling and guidance to support career development policies and processes.
Originality/value
This study combines the use of established constructs with an SCCT theoretical lends to contribute new theorization of the relationship between career satisfaction and organizational commitment in non-Western cultural contexts. It challenges assumptions in current theorization of the relationship between career satisfaction and commitment that privilege affective commitment over other dimensions.
This paper assesses whether societal culture moderates the relationship between human resource management (HRM) practices and organizational performance. Drawing on matched employer–employee data ...from 387 organizations and 7187 employees in 14 countries, our findings show a positive relationship between HRM practices combined in High-Performance Work Systems (HPWS) and organizational performance across societal cultures. Three dimensions of societal culture assessed (power distance, in-group collectivism, and institutional collectivism) did not moderate this relationship. Drawing on the Ability–Motivation–Opportunity (AMO) model, we further consider the effectiveness of three bundles of HRM practices (skill-enhancing, motivation-enhancing, and opportunity-enhancing practices). This analysis shows opportunity-enhancing practices (e.g., participative work design and decision-making) are less effective in high-power-distance cultures. Nevertheless, in markedly different countries we find combinations of complementary HPWS and bundles of AMO practices appear to outweigh the influence of societal culture and enhance organizational performance.
Lean processes allow the elimination of waste and the resulting improvements in productivity. However, implementing and sustaining lean processes are easier in some organisations than in others. ...There may be societal culture differences, as the successes in initial implementation in Japan have not been followed by global success. As organisations accelerate their lean efforts to gain or maintain competitive advantage, studying societal cultural effects seems timely. Understanding of the societal culture that the firm or subsidiary is operating in would be useful in determining how lean processes should lead the effort. Using the cultural dimensions developed by Hofstede, we examine the interconnection of societal culture and lean processes. For example, a societal emphasis on individualism is positively associated with a high level of lean process adoption, in terms of individual employee involvement, individual creativity and firm efficiency. A societal emphasis on high uncertainty avoidance is positively associated with a high level of lean process adoption, in terms of control and standardisation, efficiency and long-term philosophy. A societal emphasis on high power distance is positively associated with a high level of lean process adoption, in terms of control and standardisation, and efficiency. A long-term orientation in the society will be positively associated with a high level of lean process adoption, in terms of all of the dimensions. A societal emphasis on femininity will be positively associated with a high level of lean process adoption, in terms of employee involvement, creativity and long-term philosophy.
While social ventures address inequities in health, education, climate resilience, and economic development, the broader cultural contexts that shape how ventures mobilise critical resources have ...been overlooked. We examine three aspects of societal culture-future orientation, humane orientation, and collectivism-and adopt a resource dependence lens to explain how these aspects influence a venture's choice to engage in bricolage or optimisation. We test our hypotheses on data from 151 social ventures from 23 countries and find support for cultural influence on a venture's resource-mobilisation strategies. The study suggests that cultural contexts may play an important role in venture development as social entrepreneurs address environmental sustainability and economic inequality.
This study provides a unique perspective in the field of cross-cultural management by exploring the relationship between “cultural dissonance”—the gap between cultural values and actual practice—and ...effective leadership attributes in the Middle East and North Africa (MENA) region. Incorporating cultural dissonance into implicit leadership theory, the study uses measurements of dissonance on nine cultural dimensions to identify particular leadership preferences in seven MENA countries. The overall findings suggest that societies prefer leaders who counterbalance cultural dissonance by allowing space for negotiations by members of society to reduce disparities between cultural values—“the way things should be”—and actual practices—“the way things are.” The greater the disparity between cultural values and practices, the greater the citizens' desire that leaders act as agents of change by creating space for negotiation.
This paper develops and extends the existing body of literature on human resource management (HRM) and contextual uncertainty. We identify and explore the consequences of present uncertainties of a ...broad scale and scope for the practice of HRM. We then review salient bodies of theorising, and map out relevant areas of application. This is followed by a presentation of some of the most recent work on uncertainty and HRM that is encompassed in this collection, which brings to bear evidence from around the world.
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