Organizational Structure of Multinational Banks in Hong Kong from a Culture-Free Perspective

Birnbaum, Philip H.; Wong, Gilbert Y.

doi:10.2307/2393108

Cited by 55 publications

(24 citation statements)

References 13 publications

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“…In the PD hierarchy relationship, when HQ and subsidiary are both from national cultures that value large power differences, both parties will accept and expect a hierarchical relationship to exist between them (Birnbaum & Wong, 1985;Hofstede, 2001). High-power-distance HQs use their authority to supervise and control the activities of their subsidiaries (Ferner et al, 2004).…”

Section: Power Distance Acceptance and Hq Influencementioning

confidence: 99%

Cultural distance or cultural positions? Analysing the effect of culture on the HQ–subsidiary relationship

Drogendijk

Holm

2012

International Business Review

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Section: Power Distance Acceptance and Hq Influencementioning

confidence: 99%

Cultural distance or cultural positions? Analysing the effect of culture on the HQ–subsidiary relationship

Drogendijk

Holm

2012

International Business Review

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“…Tenure has been found to have a weak but positive relationship with commitment (Meyer et al 2002). Cosmopolitan background was measured using three dichotomous Yes/No questions derived from Birnbaum and Wong (1985) and one open-ended question: 'How many foreign languages do you speak well? ', that was recoded dichotomously (None ¼ 0; 1 or more languages ¼ 1) (Birnbaum and Wong 1985).…”

Section: Control Variablesmentioning

confidence: 99%

Employee commitment in MNCs: Impacts of organizational culture, HRM and top management orientations

Taylor

Levy²,

Boyacigiller

et al. 2008

The International Journal of Human Resource Management

109

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This article tests a model of organizational commitment in multinational corporations (MNCs). According to the model, organizational culture and human resource management (HRM) affect employee commitment directly as well as indirectly through top management team orientations. Szpecifically, we examined the effect of top management team global orientation and geocentric orientation, which are seen as contributing uniquely to employee commitment in MNCs. The model was tested on a sample of 1664 core employees working in 39 affiliates of 10 MNCs. We found strong overall support for the model. In particular, organizational culture characterized by high adaptability and a HRM system characterized by high performance work practices were found to have a significant and direct effect on employee commitment. In addition, we found that the effect of these traditional elements of the human organization is partially mediated through top management orientations, specific to international firms. The validity and generalizability of these results are reinforced by the control of a set of demographic variables as well as nationality of parent company.

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“…In the PD hierarchy relationship, when HQ and subsidiary are both from national cultures that value large power differences, both parties will accept and expect a hierarchical relationship to exist between them (Birnbaum & Wong, 1985;. High-power-distance HQs use their authority to supervise and control the activities of their subsidiaries (Ferner et al, 2004).…”

Section: Power Distance Acceptance and Hq Influencementioning

confidence: 99%

Knowledge, Networks and Power

Forsgren¹,

Holm²,

Johanson³

2015

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Organizational Structure of Multinational Banks in Hong Kong from a Culture-Free Perspective

Cited by 55 publications

References 13 publications

Cultural distance or cultural positions? Analysing the effect of culture on the HQ–subsidiary relationship

Cultural distance or cultural positions? Analysing the effect of culture on the HQ–subsidiary relationship

Employee commitment in MNCs: Impacts of organizational culture, HRM and top management orientations

Knowledge, Networks and Power

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