Purpose -As a multinational corporation (MNC) implements a new innovation campaign at its worldwide operations, varying degrees of success stories are reported. The extent of how an innovation campaign and methodology can be transferred from its corporate office to its overseas operations has been the subject of considerable debate. Implementing an innovation methodology such as the total quality management (TQM) can be challenged by the organizational culture unique to each operation. The purpose of this paper is to investigate the relationship between organizational culture stemming from national culture and TQM implementation performance. Design/methodology/approach -In total, 186 managers of MNCs are surveyed in their cultural orientations and TQM implementation experiences. The survey result is analyzed by regressing cultural elements on TQM elements. Findings -Our result suggests that an organization's TQM practices are significantly influenced by the organization culture. However, each dimension of organization culture is related to TQM in different fashions. For instance, power distance influences all the TQM elements, but masculinity has positive impact on business performance of TQM practice only. Research limitation/implications -Our findings may assist MNCs in explaining varying success stories of quality management implementation efforts. Furthermore, MNCs can focus their efforts towards improving certain organizational culture that is more significantly related to a certain quality management element. Originality/value -No previous research has reported on how organizational culture stemming from national culture affects quality management methodology implementation.

Purpose The purpose of this paper is to study how job flexibility influences job satisfaction among Mexican professionals, and focus on the role of key socio-cultural moderators relevant to Mexican society. Design/methodology/approach The paper explore how this relationship may be more important for women, employees with dependents such as children and elder parents and younger generations of professionals (e.g. Millennials). Findings The authors find that job flexibility is positively related to job satisfaction. This relationship is stronger for employees without dependents, as well as for younger generations of professionals (e.g. Millennials). Surprisingly, the relationship between job flexibility and job satisfaction does not differ by gender. The findings explain why job flexibility is more conductive to job satisfaction for employees without dependents, who tend to belong to younger generations. Originality/value Overall, the findings present important implications for managing job flexibility in Mexico and other Latin American countries, particularly for younger professionals.

To better understand the various dimensions of organizational citizenship behavior (OCB) in Mexico, a study of 200 professionals in the shopping center management industry considers the collectivistic cultural background of Mexican employees. Using a framework based on both etic (universal) and emic (culturally specific) dimensions of OCB, researchers found that OCB in Mexico embraces eight dimensions. Three of them—altruism, civic virtue, and sportsmanship—were found to be etic, or universal, dimensions, while three others—interpersonal harmony, protecting company resources, and professional development—were identified as emic, or culturally specific, dimensions for collectivistic cultures including that of Mexico. The remaining two dimensions of organizational camaraderie and organizational dedication were recognized as emic dimensions of OCB particular only to Mexico. These findings can help managers tailor their evaluation and incentive programs to attract and retain Mexican personnel and ensure a productive work environment.

Purpose – The purpose of this paper is to examine the dimensionality of emic (culturally specific) organizational citizenship behavior (OCB) of Mexican professionals. Design/methodology/approach – This study considered the collectivistic cultural background of Mexican professional employees and developed a framework based on the emic (culturally specific) dimensions of OCB. Findings – Based on exploratory and confirmatory factor analyses, the authors find that the emic OCB of Mexican professionals is characterized by five dimensions: collegial harmony, organizational camaraderie, professional development, organizational faithfulness, and protecting company resources. Originality/value – The findings also offer incremental contributions to OCB research. In order to correctly capture the entire phenomena of OCB in different cultures, researchers often focus on the emic (specific/cultural unique) approach. Along this vein, the authors identified the Mexican OCB dimensions in an emic approach.

PurposeThe authors study the role of collectivistic norms and beliefs on organizational citizenship behaviors (OCBs) in Mexico, including differences across gender and generations.Design/methodology/approachThe authors researched the relationship between Mexican employees' collectivistic norms and beliefs and their OCBs, which the authors grouped into etic (universal), emic (regional) and unique (indigenous) categories, the latter referred to as Mexican OCBs (MOCBs). The authors also studied the role of gender and generations as moderators.FindingsCollective norms had a positive relationship only on the etic OCBs of sportsmanship, while collective beliefs impacted altruism and civic virtue; the etic OCBs of personal development, protecting company resources, interpersonal harmony; and the MOCBs of dedication and camaraderie. Collective beliefs on the etic OCB of altruism, the emic OCB of protecting company resources and the unique MOCB of camaraderie were stronger for workers from Xers than for Millennials. Moderation tests also showed that collective belief had stronger effects on the emic OCB of protecting company resources and the unique MOCBs of dedication and camaraderie for men than for women.Research limitations/implicationsGender roles in emerging economies where society is characterized by collectivistic attributes, especially in a sample drawn from professional employees, may have changed. This could explain the reason why most of the interactions were stronger for men. Future studies involving gender roles should look beyond a demographic variable and design an instrument measuring self-perceptions of role identity, such as the Bem Sex Role Inventory (Bem, 1974). This study's findings could be generalized, particularly, to other Latin American nations, but scholars should acknowledge differences in economic development and gender roles, as well as unique cultural elements (Arriagada, 2014; Hofstede, 1980).Practical implicationsThe results of this study yield three practical implications for international managers, including (1) distinguishing between the impact of changing cultural norms or beliefs on OCBs, (2) understanding how demographic factors such as gender or generation may influence the degree of OCBs exhibited in the workplace by specific employee groups, and (3) identifying cultural contexts which promote OCBs. First, workers from a younger generation in a collectivistic society, such as Millennials, respond less positively than workers from older generations to cultural beliefs concerning OCBs, such that they are less willing to engage in a particular category of OCBs including protecting company resources.Social implicationsGlobal managers should be aware that employees engage in distinct OCBs for different reasons. Emphasizing cultural rules and norms behind helping one another may backfire in Mexico, particularly among men and younger generations of workers. This is understandable for these OCBs. For example, engaging in personal development for the organization's sake due to collective norms may be less effective that pursuing personal development opportunities that employees are passionate about or recognize as beneficial for their careers. Dedication and sportsmanship behaviors that stem from rules are likely less strong or effective as OCBs employees engage in due to strong beliefs or altruistic spontaneity.Originality/valueThe authors filled a gap in scholar's understanding of cultural norms and beliefs on behavior. Specifically, the authors found that cultural beliefs shape etic, emic and unique MOCBs, particularly for men and older generations, and that cultural norms have a negligible and sometimes negative role, being positively related only to the etic OCB of sportsmanship.