scholarly journals Organizational culture and cultural diversity: an explorative study of international skilled migrants in Swedish firms

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ali Farashah ◽  
Tomas Blomqusit
Keyword(s):  
Organizational Culture ◽  
Cultural Diversity ◽  
Migrant Workers ◽  
Content Type ◽  
Explorative Study ◽  
Adoption And Implementation ◽  
Diversity Strategy ◽  
Selection Of ◽  
Skilled Migrant

PurposeThis paper empirically explores the types and extent of cultural diversity strategies in Sweden, a developed economy with many migrant workers. The role of organizational culture as the context and the association with diversity strategy and the selection of international skilled migrant workers are examined.Design/methodology/approachEmpirical data are collected by surveying 249 Swedish large or medium-sized firms. Cluster analysis is used to explore the configuration of organizational culture, cultural diversity strategy (CDS) and selection and development criteria.FindingsThe authors identify five clusters of organizations. Organizational culture is the main contextual factor that influences the CDS and human resource (HR) approaches for selecting skilled migrant workers. The profile of the clusters including organizational culture, diversity strategies, the selection criteria and firm demographics is presented. The empirical results indicate that organizational culture and demographics are associated with the choice of diversity strategy and, consequently, HR processes.Originality/valueThis study's main focus is on international skilled migrants, which is among empirically less-studied areas in global mobility literature. Furthermore, until now more attention has been directed toward studying the consequences of diversity than toward understanding the factors that influence choice of diversity strategies and practices. This study focuses on antecedents of diversity and attempts to understand the factors that influence adoption and implementation of different cultural diversity strategies.

scholarly journals Expatriates’ withdrawal intentions

2017 ◽  
Vol 46 (8) ◽  
pp. 1852-1869 ◽  
Author(s):  
Luisa Helena Pinto ◽  
Carlos Cabral Cardoso ◽  
William B. Werther Jr
Keyword(s):  
Organizational Culture ◽  
Goal Orientation ◽  
Design Methodology ◽  
Negative Influence ◽  
Content Type ◽  
Mediating Role ◽  
Business Goals ◽  
Culture Characteristics ◽  
The Relationship

Purpose The purpose of this paper is to examine the role of perceived home and destination organizational culture characteristics and general satisfaction with the assignment as antecedents of expatriates’ withdrawal intentions. Design/methodology/approach Data were collected through a web survey of an international sample of expatriates with a broad representation of industries, organizations and countries of origin and destination. Findings The results indicate that home and destination organizational cultures affect expatriates’ withdrawal intentions, after controlling for demographics and national cultural differences, namely: home organizational culture has a stronger influence on withdrawal intentions from the organization, while host organizational culture affects withdrawal intentions from the assignment. Further, the relationship between host organizational culture and expatriates’ intentions to withdraw from the assignment is mediated by expatriates’ satisfaction with the assignment. Evidence was also found supporting a stronger and negative influence of the goal orientation dimension of organizational culture, thus suggesting that a collective orientation toward common business goals (i.e. solidarity) may help retain expatriates. Originality/value This study seeks to fill a gap in the literature by exploring the influence of organizational culture on expatriates’ withdrawal intentions, and the mediating role of expatriates’ satisfaction with the assignment, on that relationship.

Explaining the role of trust in cloud computing services

Info ◽  
2015 ◽  
Vol 17 (1) ◽  
pp. 54-67 ◽  
Author(s):  
Joseph Kwame Adjei
Keyword(s):  
Cloud Computing ◽  
Financial Institutions ◽  
Service Providers ◽  
Sampling Technique ◽  
Content Type ◽  
Computing Services ◽  
Cloud Computing Service ◽  
Cloud Computing Services ◽  
Selection Of

Purpose – The purpose of this paper is to explain the role of trust in cloud computing services based on empirical evidence from interviewing executives of financial institutions in Ghana. The paper answers the questions: what is the role of trust in cloud computing service acquisition, and what policies promote trusted cloud computing services? Design/methodology/approach – This is an explanatory paper that is based on literature review and empirical data on exploring reasons for cloud computing service acquisitions. A combination of interviews and focus group discussions was used as methods for data collection. Information technology and electronic banking executives of five major commercial banks in Accra, Ghana, between January and July 2013 were interviewed. A total of ten respondents were interviewed, two in each of the selected banks. A purposive sampling technique was used in the selection of informants. This approach allows the selection of qualified informants to ensure extensiveness and diversity of opinion. Findings – Although previous literature proffers various factors as key to cloud computing adoption, uses or provisioning, this study brings trust to the fore as an imperative for cloud computing service acquisition by financial institutions. It also shows that trust increases if users perceive that cloud computing service providers act in honesty and in users’ interest, making trust a fundamental factor that informs financial institutions’ decision to acquire cloud computing services. Research limitations/implications – The research introduces a new dimension about the widely held perceptions of the factors that influence adoption of cloud computing services. Practical implications – Developers of cloud computing solutions that are targeted at corporate users must focus on systems that enhances their trustworthiness, as it is a primary criteria for user buy-in. Similarly, any trust-building effort by cloud computing service providers minimizes users’ concerns and pushes the services providers closer to the trust threshold. Originality/value – The paper outlines the trust factors that are imperative for cloud computing uses by financial institutions. This is one of the pioneering papers that address trust issues in cloud computing from the perspective of financial institutions.

The role of organizational culture in the adoption of customer profitability analysis: a field study

2017 ◽  
Vol 14 (1) ◽  
pp. 38-59 ◽  
Author(s):  
Matthew Fish ◽  
William Miller ◽  
D’Arcy Becker ◽  
Aimee Pernsteiner
Keyword(s):  
Organizational Culture ◽  
Financial Reporting ◽  
Performance Measurement System ◽  
Growth Spurt ◽  
Stage Model ◽  
Customer Profitability ◽  
Content Type ◽  
Implementation Team ◽  
Profitability Analysis

Purpose The purpose of this paper is to examine the role of organizational culture as a company migrates through a four-stage model for designing a performance measurement system (PMS) focused on customer profitability. Design/methodology/approach This is a single-site phenomenological case study, at Growth Spurt Marine Accessories (Growth Spurt), a manufacturing organization headquartered in the USA. Data were collected over a two-year period through interviews with accounting staff, internal company documents and recording observational notes. Findings The paper identifies three major factors that prevented Growth Spurt from transitioning its customer profitability analysis (CPA) reporting package through Kaplan and Cooper’s four-stage model of PMS design: executives exerting their power and spending political capital to prevent implementation without providing rationale, executives believing that the allocation methods were too subjective and executives relying on their own intuition in analyzing customer profitability rather than relying on data. These factors suggest that organizational culture plays an important role in migrating a customer-focused profitability PMS through Kaplan and Cooper’s four-stage model of PMS system design. Research limitations/implications The findings suggest that a PMS focused on customer profitability that does not advance beyond Stage II (financial reporting-driven) may still suit the needs of an organization. Additionally, managers should advocate for a multidisciplinary PMS design and implementation team to minimize potentially adverse effects of organizational culture. Originality/value This paper is unique because it applies Kaplan and Cooper’s four-stage model for PMS design to CPA and it uses a phenomenological case approach to explore impediments to a comprehensive CPA implementation.

Role of leadership, strategic planning and entrepreneurial organizational culture towards achieving organizational excellence: evidence from public sector using SEM

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hassan Al-Dhaafri ◽  
Mohammed Saleh Alosani
Keyword(s):  
Organizational Culture ◽  
Strategic Planning ◽  
Structural Equation ◽  
Partial Least Square ◽  
Least Square ◽  
Primary Data ◽  
Content Type ◽  
Organizational Excellence ◽  
Practical Implications

Purpose The purpose of this study is to study the collective effect of leadership, strategic planning and entrepreneurial organizational culture (EOC) on organizational excellence. Design/methodology/approach Using primary data obtained through a survey questionnaire, hypotheses have been developed for testing. Out of a total of 565 questionnaires, only 355 questionnaires were returned where data were collected from the Dubai police organization. The structural equation modelling (SEM) approach was used to analyse the collected data. Findings Statistical findings using SEM-partial least square confirmed the full mediating role of strategic planning as a mechanism between leadership and organizational excellence. In addition, the results reported a significant effect of leadership on strategic planning besides its impact on organizational excellence. Practical implications Results reported many valuable implications. The outcomes of this study have practical implications that will help managers, decision-makers and practitioners to consider the study’s variables to enhance the overall performance through achieving excellence. Originality/value The collective role of leadership, strategic planning, EOC and organizational excellence is studied as one of the most important empirical studies which bring original contribution to the existing body of knowledge.

Effect of middle managers’ cultural intelligence on firms’ innovation performance

2019 ◽  
Vol 49 (4) ◽  
pp. 1015-1038 ◽  
Author(s):  
Sarra Berraies
Keyword(s):  
Cultural Diversity ◽  
Cultural Intelligence ◽  
Middle Managers ◽  
Least Square Method ◽  
Partial Least Square ◽  
Innovation Performance ◽  
Least Square ◽  
Three Dimensions ◽  
Content Type

Purpose The purpose of this paper is to examine the effect of the metacognitive, cognitive, motivational and behavioral dimensions of the middle managers’ cultural intelligence (CQ) on firms’ innovation performance in a context of cultural diversity and the mediating role of knowledge sharing in this relationship. The author deepens the analysis by exploring the moderating role of collaborative climate (CC) on the link between CQ and KS. Design/methodology/approach A survey was conducted on 186 foreign middle managers working in Tunisian firms. The data analysis was performed via the partial least square method. Findings The results revealed that middle managers’ metacognitive CQ has a positive effect on KS, which in turn enhances firms’ innovation performance. In this line, KS partially mediates the relationship between metacogntive CQ and innovation performance. Findings also indicate that CC moderates the link between three dimensions of CQ, namely metacognitive, behavioral and motivational CQs and KS. Originality/value The paper sheds lights on the contribution of middle managers’ CQ and the CC within firms to the KS and innovation performance in a context of cultural diversity. At the best of the author’s knowledge, the links among these variables had not been empirically examined, especially involving samples of middle managers. This study offers important insights for managers by providing them with tools to improve KS and firms’ innovation.

Employee happiness and corporate social responsibility: the role of organizational culture

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Francisco Espasandín-Bustelo ◽  
Juan Ganaza-Vargas ◽  
Rosalia Diaz-Carrion
Keyword(s):  
Organizational Culture ◽  
Corporate Social Responsibility ◽  
Occupational Health ◽  
Social Responsibility ◽  
Health And Safety ◽  
Cross Cultural ◽  
Content Type ◽  
Corporate Social ◽  
Employee Happiness

PurposeThis research explores how does the organizational culture influence internal corporate social responsibility (CSR) actions and the effect of these actions on the level of happiness of employees.Design/methodology/approachThe study adopts an employee perspective since the perception of employees is the unit of analysis. By relying on a sample of 921 workers of firms from different sectors and sizes headquartered in Spain, the empirical analysis is performed using partial least squares.FindingsThe findings evidence that clan and adhocracy cultures highly foster internal CSR practices and that internal CSR activities enhance employees' happiness. The mediating role of internal CSR in the relationship between organizational culture and employee happiness is also found. These results suggest that managers could play a proactive role in fostering internal CSR by designing the organizational culture according to features of clan and adhocracy cultures such as flexibility, innovation, creativity, autonomy, communication, training and support of supervisors.Research limitations/implicationsThe research focuses on a single country, which makes it difficult to generalize the results and guides future research into cross-cultural analysis. Including countries that present differences in their cultural and institutional context would allow to explore the influence of the national context on the business culture, on internal CSR and on employee happiness. This work is also limited in time, as the data used are of a cross-cultural nature.Practical implicationsA greater effort in internal CSR by companies translates into a higher level of happiness for their workers. Specifically, occupational health and safety practices have the greatest influence on employee happiness. Hence, organizations must develop cultures that contribute to promote internal CSR—adhocracy and clan—since this would enhance employees' happiness if the values and beliefs that characterize these cultural configurations are translated into internal CSR practices such as occupational health and safety, work–life balance and equal opportunities.Social implicationsThe improvement of employee happiness creates social value and can be enhanced through an organizational culture that promotes CSR. The research findings might be useful when defining institutional policies to promote job quality, as encouraged by the social policy agenda of the United Nations embodied in the Sustainable Development Goals.Originality/valuePromoting internal CSR through organizational culture will have positive effects for companies internally by enhancing employees' happiness. Therefore, the article contributes to overcome the lack of evidence about the antecedents of internal CSR and its relationship with employees' happiness, an emerging variable in the management literature.

Creativity and innovation through LMX and personal initiative

2018 ◽  
Vol 31 (2) ◽  
pp. 323-333 ◽  
Author(s):  
Ashkan Khalili
Keyword(s):  
Leadership Style ◽  
Content Type ◽  
Personal Initiative ◽  
Significant Relationships ◽  
Member Exchange ◽  
Creativity And Innovation ◽  
Moderating Role ◽  
Practical Implications ◽  
Selection Of

Purpose The purpose of this paper is to determine empirically the influence of leader-member exchange (LMX) on employees’ creativity and innovation. In addition, this study investigated the moderating role of employees’ personal initiative on the associations. Design/methodology/approach Data were gathered from 1,221 employees working in organizations across various industries in Australia. Findings The findings of this study revealed positive and significant relationships between LMX and employees’ creativity and innovation. Also, the findings indicated employees’ personal initiative moderated the LMX-employees’ creativity and LMX-employees’ innovation relationships. Practical implications Organizations should invest in LMX training and in the selection of leaders with this leadership style if their aim is to nurture and intensify employees’ creativity and innovation. They also should invest in personal initiative training in order to amplify the effect of LMX on creativity and innovation in organization. Originality/value This study makes vital theoretical contributions in different ways. In the domain of creativity and innovation, it addresses factors that impact employees’ creativity and innovation. It expands knowledge about organizational resources that nurture and enhance the creativity and innovation of employees. For LMX, this study supplements existing research by examining employees’ creativity and innovation as outcomes. Also, identifying personal initiative as an amplifier of the LMX-employees’ creativity and innovation relationships extends research in that domain. This study is also a rare investigation of the Australian context.

A new conceptual framework for identifying the factors influencing the effectiveness of competitive intelligence

2020 ◽  
Vol 30 (5) ◽  
pp. 555-576
Author(s):  
Somayeh Asghari ◽  
Sahar Targholi ◽  
Ali Kazemi ◽  
Saeed Shahriyari ◽  
Lila Rajabion
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Statistical Analysis ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Competitive Intelligence ◽  
Future Research ◽  
Content Type ◽  
Practical Implications

Purpose Competitive intelligence (CI) collects data through the distribution of knowledge to make decisions in a competitive environment. To better comprehend the concept of CI, the purpose of this paper is to determine the role of effective factors (knowledge sharing, competitor information, information technology (IT) and organizational culture) and their impact on CI. In addition, the paper provides a conceptual framework for determining the practical factors on CI. Design/methodology/approach For evaluating the elements of the model, a questionnaire is considered. Questionnaires were reread by specialists with significant experiences in the CI field. For statistical analysis, the SPSS 22 and SmartPLS 3.2 software package is also used. Findings Findings from the study showed the validity of the model for a CI assessment. Furthermore, the results confirmed that the competitor information significantly influenced CI. In addition, the obtained results implied that IT has a significant and positive influence on CI. The effect of organizational culture on CI also proved to be positive and significant. Research limitations/implications This paper makes significant contributions for both researchers and practitioners; however, the authors determine some limitations, which are as follows: First, the authors showed the result in a single region. It cannot be assured that the results are generalizable to other areas. Second, because of time and financial constraints, the authors gathered the data using a sample from a single location. Third, the use of variables to depict CI may be not exhaustive. The authors, therefore, encourage future research to study these CI dimensions. Practical implications This study meaningfully contributes to the knowledge and literature by focusing more on CI, examining other significant aspects and applying advanced statistical analysis method. Also, current research results suggest practical implications for marketing practitioners and managers who implemented tools and made strategic plans to enhance the organization’s performance. From a practical perspective, the statistical results support the crucial role of the following factors: IT, competitor information, organizational culture and knowledge sharing on CI. Originality/value Experts in the area of knowledge management, CI and strategic management can use this study to gain a competitive advantage based on knowledge and information resources. Organizations must have knowledge management function and CI to support the strategy formulation, implementation and evaluation.

Manufacturing network integration and culture: an institution-based view

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maricela C. Arellano ◽  
Cristina Sancha ◽  
Torbjørn Netland ◽  
Cristina Gimenez Thomsen
Keyword(s):  
Organizational Culture ◽  
Cultural Dimensions ◽  
Global Network ◽  
Institutional Environments ◽  
Network Integration ◽  
Content Type ◽  
Study Results ◽  
Manufacturing Network ◽  
The Relationship

PurposeIn pursuit of increased competitiveness, global manufacturers often seek tighter integration among the plants in their production networks. However, this is a challenging task because plants are dispersed across multiple institutional environments. Although the literature provides abundant evidence of how formal institutional environments affect the integration among plants, little is known about the role of the informal institutional environment – such as culture. In this study, the authors investigate the relationship between different dimensions of culture and manufacturing network integration.Design/methodology/approachThe authors combine survey data from the most recent International Manufacturing Strategy Survey with secondary data that capture cultural dimensions. They then analyze the responses from 581 assembly plants in 21 countries obtained from the survey using a multilevel regression model.FindingsThe study results show that plants located in masculine and long-term-oriented national cultures are associated with lower levels of integration with other plants. The results for the other four Hofstede dimensions of national culture were not statistically significant. At the level of organizational culture, the authors found that a collaborative plant environment positively relates to higher levels of network integration. They did not find statistically significant evidence for the relationship between cultural or geographical distance and network integration.Practical implicationsThis research provides managers with practical insights into the types and combinations of cultural environments that affect the integration of plants in a global network. This knowledge is useful for informing effective integration strategies and tactics.OriginalityThe authors provide new, empirical evidence of the relation between the informal institutional environments of a plant and its integration in a manufacturing network. Drawing on an institution-based view, they contribute to the literature on manufacturing networks by discussing and testing empirically the role of national and organizational culture in network integration.

Stories of innovation: roles, perspectives, and players

2013 ◽  
Vol 38 (1/2) ◽  
pp. 40-53 ◽  
Author(s):  
Jon Martens
Keyword(s):  
Organizational Culture ◽  
Idea Generation ◽  
Innovation Process ◽  
Project Teams ◽  
New Approach ◽  
Content Type ◽  
Organizational Settings ◽  
Culture Integration ◽  
Organizational Narrative

Purpose – This study aims to examine the roles of stories in the innovation process. Design/methodology/approach – An integrative literature review was used to identify and analyze studies that examined stories of innovation in various organizational settings. The conceptual framework of the review was based on three perspectives of organizational culture: integration, differentiation, and fragmentation. Findings – A typology of the roles of stories of innovation was synthesized from a review of the literature. The major roles in the typology included fostering a culture of innovation, managing product planning and project teams, facilitating idea generation and problem solving, and analyzing failed innovations. These roles were congruent with multiple perspective of organizational culture, including integration, differentiation, and fragmentation. Research limitations/implications – Additional research should be conducted to further explore and confirm the study's exploratory typology as a possible extension to the role of organizational narrative in the process of innovation. Practical implications – The study's conceptual typology can presently serve as a useful learning tool for HRD practitioners to facilitate an organization's understanding of the innovation process. Originality/value – The study presents a new approach to analyzing the roles of stories in innovation with perspectives of organizational culture and provides an initial base for further research that might extend understanding of the types of roles narratives play in innovation.

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