Purpose -The purpose of this paper is to investigate the impact of cross-cultural differences on Italian firms' internationalization in Algeria, and to determine if performance orientation and assertiveness are perceived by Italian managers of local subsidiaries as important cultural dimensions. Design/methodology/approach -This paper is a qualitative analysis based on a semi-structured questionnaire and three case studies. All the questionnaires are submitted during an interview in order to clearly explain their purpose and the terms used. Findings -Cultural differences are strongly perceived by Italian managers operating in Algeria. Algerian culture seems to be characterized by a low degree of performance orientation and a low degree of assertiveness, with strong implications for Italian managers.Research limitations/implications -The sample is still limited and in the future a quantitative analysis on a larger sample should be done in order to evaluate the relationship between family and religious values, on one hand, and performance orientation and assertiveness, on the other. Practical implications -While entering Algeria, Italian firms have to be aware of cross-cultural differences. Algerians' low performance orientation and assertiveness discourage local workers to reach higher standards and to improve performance, and they impact on Italian managers' capability to give instructions and to motivate local workers. The involvement of local managers is crucial in overcoming these problems. Originality/value -While interest towards Southern Mediterranean countries is increasing, there is little written on this topic. The impact of performance orientation and assertiveness on firms' internationalization has not been investigated so far.
This research aims to test the impact of procedural justice on employees’ turnover intention via their intention to stay or give up their positions by putting social influence in the spotlight as a mediating variable. Although the topic dealing with the relationship linking organizational justice to turnover intention has taken some wrinkles, there has been no published research, to the best of researchers’ knowledge, that integrates social influence as a mediating variable between the aforementioned relationships. A questionnaire survey was administered to 558 employees working in a renowned banking institution located in the capital city of Tunis, Tunisia. Structural equation modeling (SEM) results using AMOS software, IBM, version 23, showed that social influence partially mediated the relationship between procedural justice and turnover intention. More specifically, procedural justice has a significant negative effect on turnover intention (β = −0.30, p < 0.01) and a significant positive effect on social influence (β = +0.54, p < 0.01), which will have a significant positive effect on turnover intention (β = +0.91, p < 0.01). The results confirm that procedural justice is necessary for any organization; however, it is not enough to eliminate the turnover intention, especially with the presence of social influence. Social influence alters the judgments of those caught in its nets. This intangible aspect and power is even more enigmatic and harmful, which can lead to a change in cognitive references and behaviors. Social influence heavily affects the spontaneity of individuals and they became subject to dominant forces, which has to be properly controlled by management.
Purpose -The purpose of this paper is to analyse the positive effects of cultural bridges on European firms' internationalization to SMCs and MECs. We analyse the meaning and the role of managers' cultural competence in order to understand if and how it contributes to the formation of effective cultural bridges. Design/methodology/approach -Given the few contributions existing on the topic, and the lack of a general theory, a multiple case-study analysis seems appropriate to the topic. In particular, we present five case studies of European large firms, which have successfully internationalized in SMCs and MECs. In each firm, we interviewed local and foreign managers, in order to understand the importance of cultural issues and the ways companies overcame cultural distance. Findings -Cultural distance is a big problem for European firms investing in SMCs and MECs. They impact both intra-and inter-organizational relationships and cultural bridges can be useful to overcome the effects of its perception. Cultural bridges are effective if based on managers' cultural competencies, and can be represented by a specific manager, or by an organizational unit. In any case, the involvement of local people and the adaptation to local customs are crucial.Research limitations/implications -The analysis is still limited, and, in the future, we'll look for a methodology able to isolate cultural knowledge and cultural competence as key factors in order to evaluate the importance of each factor. Practical implications -When entering Islamic countries, foreign investors should be aware of local values, particularly religious and family value, which deeply impact on business and social relationships. Based on a deep cultural knowledge, cultural bridges enable fruitful relationships both inside and outside the organization. Originality/value -Whereas cultural competence is often mentioned in the literature, only a few contributions focus on cultural competence as a key aspect of internationalization. In addition we explore the concept and the relevance of cultural bridges, and the multiple case-study analysis show some best practices firms could follow to succeed in SMCs and MECs.
Adopting environmentally friendly behavior has become more than a claim. Green human resource management seems to be the solution where innovation will be a strategic lever to lead the company, with green practices, to the possession of a decisive competitive advantage. The purpose of this research is to examine the mediating role of innovation capacities in the relationship between green human resource management and competitive advantage in the Saudi food industry. The research compares between males and females in this relationship. For this purpose, we have used a quantitative approach to conduct the research. Using a sample of 1114 female and male entrepreneurs, owner–managers of small and medium different food companies, operating in the Saudi territory, especially in the major cities, namely Riyadh, Medina, Makkah, Sharaqiyah, Tabuk, Al Qasim and Najran. We were able to make a gender comparison of the mediating role of innovation in the above relationship. The results of the structural equation modelling (SEM) via AMOS software version 23 showed a perfect mediation of the innovation capacities for female entrepreneurs, and partial mediation for male entrepreneurs in the relationship between green human resource management and competitive advantage. Following a focus group with ten female and male entrepreneurs, we were able to understand the reasons for the results we arrived at. The results of our research have numerous implications for both scholars and policymakers, especially in relation to the Saudi food industry.
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