Informal authority and economic outcomes of family firms: An issue of national power distance

2022 ◽  
pp. 102032
Author(s):  
Wolfgang Breuer ◽  
Andreas Knetsch
Keyword(s):  
Family Firms ◽  
Power Distance ◽  
Economic Outcomes ◽  
National Power

Location-Level Links Between Diversity and Innovative Climate Depend on National Power Distance

2005 ◽  
Vol 48 (6) ◽  
pp. 1171-1182 ◽  
Author(s):  
Gerben S. van der Vegt ◽  
Evert Van de Vliert ◽  
Xu Huang
Keyword(s):  
Power Distance ◽  
Innovative Climate ◽  
National Power

Power distance and its moderating role in the relationship between situational job characteristics and job satisfaction

2015 ◽  
Vol 22 (1) ◽  
pp. 68-89 ◽  
Author(s):  
Sven Hauff ◽  
Nicole Richter
Keyword(s):  
Job Satisfaction ◽  
Meta Analysis ◽  
Power Distance ◽  
Job Characteristics ◽  
Driver Model ◽  
Content Type ◽  
National Differences ◽  
National Power ◽  
The Individual ◽  
Moderating Role

Purpose – Power distance describes a central facet of national culture, because it influences the acceptance and endorsement of job characteristics related to status and power. This has major implications for international human resource management, because the importance of different situational job characteristics for employee job satisfaction should differ across cultures. The purpose of this paper is to analyse if and how national power distance levels moderate different situational job characteristics’ influence on job satisfaction. Design/methodology/approach – The authors refer to three approaches to culture: the frameworks of Hofstede and GLOBE as well as to current scores provided in a meta-analysis. The empirical findings are derived using regression analyses on a sample covering 16 nations. Findings – The results are convincing regarding the basic job satisfaction driver model not involving culture. However, the results on power distance’s impact as well as its moderating role are strongly dependent on the culture concepts utilised. The authors provide an analysis of differences along the measurements behind the different concepts. Originality/value – The authors can conclude that national differences in job satisfaction, as found in various studies, are a result of differences in situational dispositions to work life rather than a result of different cultural surroundings in terms of power distance. The question is whether this is due to power distance’s lack of impact or due to other factors, such as the difficulties of measuring culture. The authors discuss the differences which are due to different measurements. For ultimately confirming power distance’s moderating role and for advancing theorizing in this field, further research, which can build on the framework offered in this paper, is needed that directly measures the individual power distance facets in addition to the job characteristics and satisfaction values.

Divergent perceptions of safety culture between occupational groups

2016 ◽  
Vol 60 (1) ◽  
pp. 1622-1626 ◽  
Author(s):  
Morgan J. Tear ◽  
Tom W. Reader ◽  
Steven Shorrock ◽  
Barry Kirwan
Keyword(s):  
Safety Culture ◽  
Service Providers ◽  
Power Distance ◽  
Occupational Groups ◽  
Organizational Safety ◽  
Multinational Organizations ◽  
National Organizations ◽  
Negative Effect ◽  
National Power ◽  
Navigation Service

Many multinational organizations now conduct safety culture assessments at the international level. Research indicates, however, that organizational safety culture is closely tied with national culture, which has implications for how the results of international safety culture assessments are analyzed and interpreted. For example, safety culture within an organization may be influenced by national cultural tendencies for power distance, which refers to the perceived ability for how individuals of low status and influence can engage with individuals who have higher status and influence. Here we report how national power distance norms had a negative effect on the safety culture perceptions of managers, controllers, and administrative staff in Air Navigation Service Providers (ANSPs). Engineers and technical staff, however, were unaffected by national power distance norms. We also show evidence that power distance exacerbates the differences in safety culture perceptions between managers and operations staff. These data have implications for how safety culture interventions in multi-national organizations should be tailored to account for both the national cultures represented within the organization, but also for the different occupational groups that the organization consists of.

Involvement work systems and operational effectiveness: Exploring the moderating effect of national power distance

2014 ◽  
Vol 46 (3) ◽  
pp. 332-354 ◽  
Author(s):  
Yuan Jiang ◽  
Saba Colakoglu ◽  
David P Lepak ◽  
Joseph R Blasi ◽  
Douglas L Kruse
Keyword(s):  
Power Distance ◽  
Moderating Effect ◽  
Operational Effectiveness ◽  
Work Systems ◽  
National Power

scholarly journals HRM and innovation: the mediating role of market-sensing capability and the moderating role of national power distance

2018 ◽  
Vol 31 (22) ◽  
pp. 2840-2865 ◽  
Author(s):  
Cai-Hui (Veronica) Lin ◽  
Karin Sanders ◽  
Jian-Min (James) Sun ◽  
Helen Shipton ◽  
Erik A. Mooi
Keyword(s):  
Power Distance ◽  
Mediating Role ◽  
National Power ◽  
Moderating Role

National power distance, status incongruence, and CEO dismissal

2017 ◽  
Vol 52 (6) ◽  
pp. 809-818 ◽  
Author(s):  
Weiwen Li ◽  
Yuan Lu ◽  
Shige Makino ◽  
Chung-Ming Lau
Keyword(s):  
Power Distance ◽  
Ceo Dismissal ◽  
National Power

The impact of sociocultural context on strategic renewal

2018 ◽  
Vol 25 (4) ◽  
pp. 604-627 ◽  
Author(s):  
Kevin Au ◽  
Stone Han ◽  
Hsi-Mei Chung
Keyword(s):  
Family Firms ◽  
Power Distance ◽  
Family Firm ◽  
Social Contexts ◽  
Uncertainty Avoidance ◽  
Cultural Dimensions ◽  
Sociocultural Context ◽  
Content Type ◽  
Strategic Renewal ◽  
Cross National

PurposeThe purpose of this paper is to contribute a multilevel, cross-national analysis of the role that sociocultural context may play to enrich the understanding of strategic renewal in family firms. The authors conceptualize sociocultural context as consisting of firm-level social contexts and national culture, and propose that: heterogeneous social contexts in family firm management, i.e. family CEO and multigenerational involvement, give rise to mindsets that have differential effects on renewal efforts and that the proposed effects are subject to variation due to the moderation of national cultural dimensions of uncertainty avoidance and power distance.Design/methodology/approachThe authors use unique date set consisting of 959 family firms from 26 countries drawn from a cross-national, quantitative study of family firms.FindingsThe authors found that family CEO is negatively related to renewal across cultures, and this relationship is attenuated by uncertainty avoidance and power distance. In addition, multigenerational involvement is positively related to renewal, and this relationship is enhanced by the two cultural dimensions.Practical implicationsThe authors suggest that decision makers examine how different contexts, practices and cognition contribute to overall dominant logics that exist in firm. In doing so, they can evaluate how logics as a whole affect renewal, and also how different parts of the logics play a role. This overall evaluation will afford managers a holistic picture of renewal forces that operate in family firm and allow managers to make precise changes to enhance strategic renewal.Originality/valueThe findings support the contention that there is cultural-dependent countervailing effects on strategic renewal within family firms.

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