An Examination on the Effect of National Culture on Strategic Behavior and Financial Performance: Evidence from the Cement Industry in Morocco and the United States of America

Hammou, Khalid Ait; Galib, Hasan; Steiger, Jen; Melloul, Jihane

doi:10.5296/jmr.v6i1.4044

Cited by 1 publication

(1 citation statement)

References 23 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This may be because of the high power distance and uncertainty avoidance that characterise the Moroccan national culture (Hofstede, 2001). In effect, within Moroccan organisations, which widely resort to the hierarchical organisational structure (El Amrani and Chebihi, 2003), subordinates expect to be assigned what to do and the ideal manager adopts a top-down non-linear management approach (Ait Hammou et al, 2014). In addition, the high level of rigidity and sought-after precision (Ait Hammou et al, 2014) as well as obedience, reverence of hierarchy and status, paternalism and limited encouragement of initiative taking (Benabdeljlil, 2007) may not leave room for intellectual stimulation of subordinates in the Moroccan organisational life.…”

Section: Discussionmentioning

confidence: 99%

“You get what you appreciate”

Hassi

2019

IJOA

View full text Add to dashboard Cite

Purpose The purpose of this study is to examine the influences of transactional and transformational leadership styles on employee job satisfaction, employee affective commitment and organisational citizenship behaviour (OCB) within Moroccan organisations. Design/methodology/approach Data were gathered from a sample of 219 employees working in seven different industries in Morocco and analysed using Structural Equations Modelling (SEM). Findings SEM analyses reveal that employee job satisfaction, affective commitment and OCB are only impacted by the personal recognition dimension of the transformational leadership style. The study indicates that charisma and intellectual stimulation (transformational leadership) as well as contingent reward and management-by-exception (transactional leadership) did not yield significant results. Research limitations/implications The use of a cross-sectional research design limits establishing cause-and-effect relationships. Practical implications The results of the current study may be of use and interest for organisations in designing effective leadership training programs, as it takes into account how managers and/or practitioners tap into their subordinates’ effective behaviour. Originality/value With insights derived from a non-Western perspective, the major theoretical contribution of the present study lies in exploring the effects of transactional and transformational leadership styles on employee job satisfaction, employee affective commitment and OCB in Morocco.

show abstract

Section: Discussionmentioning

confidence: 99%

“You get what you appreciate”

Hassi

2019

IJOA

View full text Add to dashboard Cite

show abstract

An Examination on the Effect of National Culture on Strategic Behavior and Financial Performance: Evidence from the Cement Industry in Morocco and the United States of America

Cited by 1 publication

References 23 publications

“You get what you appreciate”

“You get what you appreciate”

Contact Info

Product

Resources

About