Assessing the Effects of Culture on Managerial Attitudes: A Three-Culture Test

Kelley, Lane; Whatley, Arthur; Worthley, Reginald

doi:10.1057/palgrave.jibs.8490404

Cited by 164 publications

(68 citation statements)

References 25 publications

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“…The fact that Korean employees were influenced by economic rationalism in a layoff situation may not directly indicate they have become more individualistic. To examine the changing aspects of culture and their effects, a more elaborate research design is required, isolating the effect of culture from other related factors (Kelly, Whatley, & Worthley, 1987), which lies beyond the scope of the current research.…”

Section: Limitationsmentioning

confidence: 99%

Distributive justice and organizational commitment revisited: moderation by layoff in the case of Korean employees

Chang

2002

Human Resource Management

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Section: Limitationsmentioning

confidence: 99%

Distributive justice and organizational commitment revisited: moderation by layoff in the case of Korean employees

Chang

2002

Human Resource Management

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“…However, only a few studies to date have investigated how economic development has influenced cultural differences across regions within a nation, especially in China. This study provides a better perspective from which to understand the divergent effects of economic development on cultures under a single political, legal, and educational environment, given the ability of regulative mechanisms such as a formal legal system to impose value systems on citizens (Kelly & Worthley, 1987;Ralston, Gustafson, Cheng, & Terpestra, 1993). Second, despite China's impressive achievement in terms of net economic growth over the past two decades, income inequality has remained a pressing issue.…”

Section: Discussionmentioning

confidence: 99%

Does China have more than one culture?

Kwon

2010

Asia Pac J Manag

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This paper empirically compares regional differences in the work-related values of Chinese employees, using Hofstede's cultural dimensions. In terms of individualism, uncertainty avoidance, and long-term orientation, statistically significant differences were found across regions. Shenzhen scored higher on individualism and uncertainty avoidance than did Taiyuan. By contrast, Taiyuan scored higher than Shenzhen on long-term orientation. This regional difference with regard to individualism should not be surprising in light of China's recent rapid economic development, as economic development is generally positively correlated with individualism. Economic development in shifting from an agricultural to an industrial economy is positively correlated with uncertainty avoidance. These results, as well as the fact that Shenzhen is now becoming China's most successful economic area as the country experiences a degree of economic liberalization, in part explain Shenzhen's higher uncertainty avoidance score. In a similar vein, Taiyuan was shown to exhibit a stronger long-term orientation than Shenzhen.

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“…First, economic, political, legal and other environmental forces may also impact organizations' relational strategies, and these forces may outweigh normative forces in some countries (Kelley, Whatley, & Worthley, 1987;OlloLópez, Bayo-Moriones, & Larraza-Kintana, 2011). For example, regulatory forces in India compel organizations to maintain a strong union presence beyond that which might exist based only on normative and cognitive forces (Raghu, Budhwar, & Balasubramanian, 2007).…”

Section: Organization Pathway: How Culture Influences Organizational mentioning

confidence: 99%

How societal culture influences friction in the employee–organization relationship

Fitzsimmons

Stamper

2014

Human Resource Management Review

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Highlights• Societal culture influences EOR friction through the individual-level work motives of belonging and mattering• Societal culture also influences EOR friction through organizational-level EOR strategies that may be either relational or transactional.• The concept of relational friction presents a unique approach to understanding why EOR problems may exist• In this increasingly globalized work environment, managers who understand how societal culture influences EOR friction may be better equipped to facilitate frictionless relationships, by adopting some of the practices appropriate to employees' cultures.This is a pre-publication version of this manuscript. Please cite as: commonly occurs when employee work motives from one culture interact with EOR strategies from another, studies rarely examine the mechanisms that explain these relational challenges.Drawing on individualism, in-group collectivism and institutional collectivism, we explain two primary causes for EOR friction in each mismatched cultural condition, and offer potential solutions for reducing friction stemming from each source. Our arguments suggest that organizations who effectively adapt their HRM practices to the societal culture in which they operate will be less likely to experience EOR friction than organizations who adopt a more 'one size fits all' relational EOR strategy.

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Assessing the Effects of Culture on Managerial Attitudes: A Three-Culture Test

Cited by 164 publications

References 25 publications

Distributive justice and organizational commitment revisited: moderation by layoff in the case of Korean employees

Distributive justice and organizational commitment revisited: moderation by layoff in the case of Korean employees

Does China have more than one culture?

How societal culture influences friction in the employee–organization relationship

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