AbstractThis article presents primary data from the GLOBE study in Pakistan and compares them with secondary data from the 61 GLOBE societies, in an effort to increase the interest of scholars of cross-cultural management in Pakistan and also provide a practically useful overview for businesses. Results based on data collected from 152 middle managers using the original GLOBE research instruments indicate that Pakistani society exhibits high power distance and in-group collectivism but low assertiveness and gender egalitarianism. The results also indicate a desire to create a more egalitarian society; however, people appear to treasure the lack of assertiveness and high in-group loyalty. In light of these findings, the authors offer implications for management in Pakistan, in accordance with cross-cultural management literature. In-depth research within Pakistan, as well as comparative cross-national studies, are needed to develop a deeper understanding of the impact of the culture on human resource practices in Pakistan.

Purpose The purpose of this paper is to investigate the process of Chinese expatriates’ adjustment in Pakistan through integrating the U-curve model and social identity theory. It has also highlighted the importance of engaging in strong social ties and their contribution in expatriates’ adjustment. Design/methodology/approach Data were collected through semi-structured interviews from 30 Chinese expatriates working as directors, deputy directors, senior managers, managers and assistant managers in Chinese organizations in Pakistan. After verbatim transcription of all the interviews, data were analyzed using the NVivo software. Findings The findings of this paper indicate that expatriates’ identities somewhat changed in terms of their behaviors and work habits, while fewer changes were observed in their belief and value system. These changes were related to expatriates’ perceptions of host country groups, attraction to these groups and similarity in beliefs, which resulted in the development of interdependent beliefs and depersonalization. However, a few Chinese expatriates predominantly interacted among themselves at work, and their reduced socialization with Pakistanis lessened their chances of change. Research limitations/implications The results of the study suggest that expatriates’ adjustment is a multi-stage process and social identity change is one of the powerful mechanisms through which they adjust in the host country’s environment; hence host organizations should facilitate expatriates in strengthening their bond with local people. Originality/value This paper has proposed a model that explains the mechanism of Chinese expatriates’ adjustment in Pakistan through improved interactions between expatriates’ and host country nationals, resulting in minor social identity changes, leading to further positive relationship building, and then major social identity changes.

Drawing on theories of generalized exchange and the norm of indirect reciprocity, we conceptualize subordinates’ organizational citizenship behavior directed toward the organization (OCBO) and directed toward peers (OCBI) as antecedents of managerial trustworthy behavior and examine how managers’ affective trust in subordinates mediates this relationship. We also investigate the extent to which this mediation is moderated by the level of collectivism in a society. Data were collected from 741 managers and 2,111 subordinates in 18 countries representing all major cultural regions of the world. We find support for our hypothesized moderated mediation in that managers’ affective trust in subordinates mediates the relationships between both subordinates’ OCBO and managerial trustworthy behavior, and subordinates’ OCBI and managerial trustworthy behavior across the different countries studied. Further, managers’ affective trust in subordinates only mediates the relationships between both types of citizenship behavior and managerial trustworthy behavior when collectivism is low to medium but not when it is high. Implications for research on cross‐cultural psychology, trust, and organizational citizenship behavior are discussed.

No abstract

This paper focuses on the possibilities of the long‐term development of flexible working as a work‐life policy, through understanding the power dynamics between the individual and the organisation. The study presents a framework which summarises the factors influencing the employee‐employer power dynamics, and leads us to the research questions. The methodology involves triangulation in case studies in two organisations based on surveys of representative samples in each organisation (n = 243 and n = 128) and interviews with the management. Findings support the long‐term development of employee‐friendly flexible working. There is a strong desire, and a lack of polarisation of attitudes, among employees for greater flexibility. Certain employee groups with stronger negotiating power have initiated the work‐life debate, but in doing so, they have increased the power of all employees through lowering ideological barriers, and creating knowledge of new possibilities and aspirations. Favourable external pressures and changing business needs also improve the position of employees.