Linking Ethnic Identification to Organisational Solidarity

Pepple, Dennis

doi:10.1007/s11115-018-00431-3

Cited by 4 publications

(3 citation statements)

References 66 publications

(47 reference statements)

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“…Open Access be appreciated by those who strongly value their ethnicity and, thus, result in a display of organisational solidarity behaviour (Pepple & Davies 2019;Pepple 2020).…”

Section: Introductionmentioning

confidence: 99%

An enabler framework for developing knowledge management practices: Perspectives from Nigeria

Pepple

Dore-Okuiomse

2023

S. Afr. j. inf. manag.

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Background: Palm oil production in Nigeria has scope for massive improvements, regardless of Nigeria’s position as a dominant producer. Palm oil from Nigeria is banned in certain countries because of a lack of standards. The majority of palm oil producers are indigenous farmers who tend to use traditional practices to extract the product. While palm oil production conducted traditionally is cleaner, indigenous farmers need more workforce and mechanized machinery to extract their oil in bulk supply.Objectives: This research aims to highlight palm oil producers’ indigenous knowledge management practices and specifically explore how the information is created, stored and disseminated compared with contemporary producers.Method: A qualitative research approach involving 40 participants who were purposively drawn was used to investigate the indigenous knowledge management and contemporary knowledge management practices related to palm oil extraction in Ologbo in Ikpoba-Okha of Edo State, Nigeria, using Lee and Choi’s 2003 enabler framework.Results: The study identified areas of convergence and divergence in the knowledge management practices of indigenous and contemporary farmers using the enabler framework.Conclusion: Using the enabler framework to highlight knowledge management practices that need improvement is novel and provides a starting point for indigenous producers to improve their knowledge management practices.Contribution: The investigation of the enabler framework extends current theorization by providing contextual insights into how each framework component is collectively organized to support organizational outcomes.

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“…Open Access be appreciated by those who strongly value their ethnicity and, thus, result in a display of organisational solidarity behaviour (Pepple & Davies 2019;Pepple 2020).…”

Section: Introductionmentioning

confidence: 99%

An enabler framework for developing knowledge management practices: Perspectives from Nigeria

Pepple

Dore-Okuiomse

2023

S. Afr. j. inf. manag.

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“…These traditional practices are still evident in contemporary organizations and they form the basis for acceptable behavioral patterns in the workplace, thus, underscoring the complexity of work and employment relations in Nigeria (Mordi et al ., 2013). For instance, there is a high prevalence of ethnic self-identification in modern Nigerian organizations, which sees employees feeling a sense of loyalty more to people from their ethnic region than to their organization itself (Pepple, 2020; Pepple and Davies, 2019a, b). This is due to the prevailing sociocultural orientation in the country.…”

Section: Introductionmentioning

confidence: 99%

“…From a collectivist stance, employees who are members of workplace in-groups are more likely to support one another. This means that employees of similar ethnicity consider themselves as a family and may not implement sanctions to erring colleagues from their ethnic group because of a sense of family orientation (Pepple, 2020). From a power distance perspective (Hofstede, 1980), in Nigeria, there is an emphasis on age seniority.…”

Section: Introductionmentioning

confidence: 99%

Organization culture types and the replication of transferred human resource management practices in multinational subsidiaries in Nigeria

Oseghale

Pepple²,

Ifere³

et al. 2022

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PurposeGiven that institutional and cultural factors affect the transfer of HRM practices between multinational companies (MNCs) and their subsidiaries, the paper set out to investigate the explanatory mechanism for the replication of transferred HRM practices and the factors likely to influence the choice of transfer mechanisms.Design/methodology/approachUsing an exploratory qualitative approach, 40 interviews were conducted with senior managers and employees in two MNC subsidiaries located in the alcoholic beverage and oil industries in Nigeria.FindingsThe findings suggest that organizational culture (OC) was the mechanism for MNC HRM replication and inhibition. In addition to explaining the mechanisms for HRM practice replication, the authors developed a conceptual framework to explain how clan and hierarchical OC influence the extent to which human resource (HR) practices are replicated or inhibited and how institutional and cultural factors influence the choice of OC.Originality/valueThe study uncovered that MNCs deploy hierarchical OC to oversee the replication of transferred practices. Interestingly, the authors found that institutional and cultural environments were key factors that influenced the choice of mechanism for overseeing the replication of HR practices. The conceptual framework can help managers of MNCs to understand how to replicate transferred HRM practices in developing countries.

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Employee Commitment and Turnover Intention: Perspectives from the Nigerian Public Sector

2021

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This study investigates the conceptualization of employee commitment and turnover intention in the Nigerian public sector using a qualitative approach. Findings suggest that (i) employees expressed a lack of sense of ownership and attached meaning to commitment based on (selfhelp) benefit gained from their organization, and (ii) the lack of scrutiny and accountability in the public sector resulted in low employee turnover intention. The study is novel for developing a framework underscoring how context may affect the conceptualisation of employee commitment and turnover intention.

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Linking Ethnic Identification to Organisational Solidarity

Abstract: This document is the author's post-print version, incorporating any revisions agreed during the peer-review process. Some differences between the published version and this version may remain and you are advised to consult the published version if you wish to cite from it.

Cited by 4 publications

References 66 publications

An enabler framework for developing knowledge management practices: Perspectives from Nigeria

An enabler framework for developing knowledge management practices: Perspectives from Nigeria

Organization culture types and the replication of transferred human resource management practices in multinational subsidiaries in Nigeria

Employee Commitment and Turnover Intention: Perspectives from the Nigerian Public Sector

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