Cultural Theory Revised: Only Five Cultures or More?

Heffen, O. van; Klok, Pieter J.

doi:10.1057/palgrave.cpt.9300094

Cited by 3 publications

(7 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Cultural values affect the perception of an individual through cognitive schema, interpretation, and sense making (Chrisman, Chua, & Steier, 2002). It follows that the strategic orientation of the firm can be shaped by the personal biases, perceptions, sociocultural schemas and mental models of the owner-manager (Adner & Helfat, 2003;Hambrick & Mason, 1984;Lee & Peterson, 2000;Mead, 2005;van Heffen & Klok, 2003).…”

Section: Hypothesesmentioning

confidence: 99%

“…This is because beliefs, norms, decisions, and behavioral orientations of owner-managers are shaped by cultural factors (i.e., informal institutions; Lee & Peterson, 2000;van Heffen & Klok, 2003) and the rationality of owner-managers can be biased due to cultural influences (Mead, 2005). The owner-managers' strategic preferences ultimately determine the strategic orientation of their firms.…”

Section: Mediating Effects Of Entrepreneurial Orientationmentioning

confidence: 99%

“…The extent to which informal institutional factors affect the performance of firms through their influences on the firm's entrepreneurial orientation, or the firm's proactiveness, innovativeness, and risk taking (Covin & Slevin, 1989), remains unclear although cultural factors such as norms and beliefs have been found to influence the way people do things (Lee & Peterson, 2000;van Heffen & Klok, 2003). Research to date tends to support the general notion that institutions matter because they provide the context within which firms develop and grow and that entrepreneurial orientation that is also influenced by culture has positive effects on firm performance.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Effects of Informal Institutions on the Performance of Microenterprises in the Philippines: The Mediating Role of Entrepreneurial Orientation

Roxas

Chadee

2012

Journal of Asia-Pacific Business

View full text Add to dashboard Cite

The study investigates the effects of informal institutions and entrepreneurial orientation on the performance of microenterprises at the subnational level within a developing country context. Using structural equation modeling based on a large-scale survey of 735 microenterprises in the Philippines, it is found that informal institutional factors and entrepreneurial orientation are associated with firm performance. However, further analysis reveals a strong mediating role of entrepreneurial orientation on the informal institutions-firm performance relationships. This finding is novel and adds to our understanding of the mechanism through which informal institutions affect firm performance, particularly for microenterprises in developing countries.

show abstract

Section: Hypothesesmentioning

confidence: 99%

Section: Mediating Effects Of Entrepreneurial Orientationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Effects of Informal Institutions on the Performance of Microenterprises in the Philippines: The Mediating Role of Entrepreneurial Orientation

Roxas

Chadee

2012

Journal of Asia-Pacific Business

View full text Add to dashboard Cite

show abstract

“…The TPB proposition is well supported by cultural theory (van Heffen & Klok, 2003) which explains that one"s beliefs and norms untimately influence one"s decisions and actions even in organisational contexts. Hence, MSME owners/managers may make strategic decisions (in line with a certain type of strategic posture) heavily influenced by their own beliefs and norms.…”

Section: Institutions-strategic Posture Linkmentioning

confidence: 95%

“…The investigation of the link between institutions and strategic posture is guided by institutional theory (North, 1990), strategic choice theory (Child, 1997), theory of organisational adaptation (Hrebiniak & Joyce, 1985), environmental management theory (Zeithaml & Zeithaml, 1984), resource dependency theory (Pfeffer & Salancik, 1978), theory of environmental munificence (Castrogiovanni, 1991), transaction costs theory (Rao, 2003;Williamson, 1979), theory of enabling authority (Leach, Stewart & Walsh, 1994), the theory of planned behaviour (Ajzen, 1991), cultural theory (van Heffen & Klok, 2003), organisational legitimacy theory (Deephouse & Carter, 2005;Suchman 1995), and the resource-based view of the -56 -firm (Barney, 1991). The fundamental argument is that resource-constrained MSMEs exercise their strategic posture as a form of responding or adapting to, and managing their dependence on the munificence of the external institutional environment.…”

Section: The Research Frameworkmentioning

confidence: 99%

Institutions, Strategic Posture and Performance of Micro, Small and Medum Enterprises

Roxas¹

View full text Add to dashboard Cite

<p>The thesis of this study is that perceptions of formal and informal institutions permeating the business environment in a city in an emerging economy have significant influence on the strategic posture of micro, small and medium enterprises (MSMEs); and that strategic posture is viewed to have significant influence on the firms' overall organisational performance. The study emphasises the mediating role of strategic posture, being the conduit through which perceptions of sub-national institutions exert their influence on organisational performance. Institutional theory, which considers institutions as 'the rules of the game' that govern human interaction, serves as the study's theoretical foundation. An extensive review of the literature was undertaken in the areas of institutional theory, strategic management, organisational performance, investment or business climates, MSME/entrepreneurial development, decentralisation and local economic development at the city level. The study adopts an empirical-deductive research design through which a survey generated a total sample of 900 MSMEs located in two cities in the south-eastern region of the Philippines. Hierarchical multiple regression modelling, using ordinary least squares method with confirmatory robust technique, was applied to test the hypotheses. Results suggest that all of the five formal institutions and two of the five informal institutions had positive relationships with an entrepreneurial strategic posture, which in turn, was shown to be positively associated with higher levels of product/service, strategic and financial performance. Moreover, strategic posture was shown to partially mediate the relationships between three formal institutions and two facets of organisational performance. However, when the five formal institutions and five informal institutions were aggregated into two sets of indices, mediation analysis revealed that the index of formal institutions - product/service performance relationship was partially mediated by strategic posture. The index of formal institutions - strategic performance relationship was shown to be fully mediated by strategic posture. On the other hand, the index of informal institutions - product/service performance relationship was shown to be fully mediated by strategic posture. Overall, the empirical results offer acceptable level of support to the main thesis of the study.</p>

show abstract

‘Set Adrift’: Fatalism as Organizational Culture at Canadian Seaports

Quigley

Mills

2016

Journal of Homeland Security and Emergency Management

View full text Add to dashboard Cite

This paper takes an anthropological approach to understanding the governance of seaport security in Canada; it uses cultural theory and the concepts of regulation and integration as key determinants in understanding how organizations respond to risk. This paper draws on data from 29 semi-structured interviews with transportation specialists, including owners, operators, managers and regulators. Nine of the interview subjects came from seaports, in particular. The interviews occurred between 2011 and 2013. We argue that Canadian seaports exist in an area of confusing multi-level governance; they are immovable, are expected to be competitive and serve a number of (at times competing) public and private sector interests. These institutional arrangements have resulted in a security environment that is heavily regulated, but the community itself is not well integrated. Interview subjects raise concerns about the ports’ ability to respond to security threats. The paper then uses cultural theory to examine alternative governance arrangements enhancing, for example, community, competition or regulation. While most options to improve security will likely reduce the competitiveness of the seaports, it would help to instill more confidence among port staff and enhance organizational learning.

show abstract

Cultural Theory Revised: Only Five Cultures or More?

Cited by 3 publications

References 0 publications

Effects of Informal Institutions on the Performance of Microenterprises in the Philippines: The Mediating Role of Entrepreneurial Orientation

Effects of Informal Institutions on the Performance of Microenterprises in the Philippines: The Mediating Role of Entrepreneurial Orientation

Institutions, Strategic Posture and Performance of Micro, Small and Medum Enterprises

‘Set Adrift’: Fatalism as Organizational Culture at Canadian Seaports

Contact Info

Product

Resources

About