The Centrality of Cultural Considerations in Facilitating Training for Adults

2021 ◽  
pp. 104515952110373
Author(s):  
Corinne Brion
Keyword(s):  
National Culture ◽  
Professional Learning ◽  
Teaching And Learning ◽  
Cultural Dimensions ◽  
Cultural Backgrounds ◽  
African Countries ◽  
National Cultures ◽  
Cultural Considerations ◽  
Culture Influence

Teaching and learning are social and cultural activities. Across cultures, people have different ways of communicating, interacting, and learning. Consequently, learning may not occur without understanding the role national cultures play on organizing and facilitating training events. This study is part of a larger study that took place over a period of 6 years, from 2013 to 2019, in West Africa. Using Hofstede et al.’s Six Cultural Dimensions model as a conceptual framework, the researcher sought to examine the extent to which factors of national culture influence the facilitation of professional learning among school principals in two West African countries. Findings indicated that facilitators adapted to national culture in the dimensions of Power Distance, Uncertainty Avoidance, and Long-Term Orientation. This study is significant because teaching does not always equate to learning, and understanding the role of cultural factors can improve learning transfer. If facilitators and practitioners understood how national cultures influence teaching, they would adapt and adjust their practices to the national cultures they serve to improve learning outcomes. Based on the study findings, the researcher offers recommendations for those practitioners who work with adults in international contexts and/or who attend to learners from various cultural backgrounds.

Does National Culture Influence Corporate Carbon Disclosure Propensity?

2015 ◽  
Vol 15 (1) ◽  
pp. 17-47 ◽  
Author(s):  
Laura Le Luo ◽  
Qingliang Tang
Keyword(s):  
National Culture ◽  
Cultural Dimensions ◽  
Control Mechanisms ◽  
Cultural Backgrounds ◽  
Organizational Behaviour ◽  
National Wealth ◽  
Culture Influence ◽  
Industry Membership ◽  
The Impact

ABSTRACTThis study examines the influence of culture on management's response to the challenge of climate change, as manifested in firms' voluntary participation in carbon disclosure via the Carbon Disclosure Project (CDP). We argue that national culture impacts managerial attitudes and philosophies about environmental protection and thus affects the willingness as well as the extent to which managers recognize the need for emissions control and disclosure. Based on a sample of 1,762 firms from 33 countries, we find that cultural dimensions of masculinity, power distance, and uncertainty avoidance are strongly and consistently related to carbon disclosure propensity, regardless of whether G. Hofstede, G. J. Hofstede, and Minkov (2010) or Global Leadership and Organizational Behaviour Effectiveness (GLOBE) culture measures are used. Our results also show individualism and long-term orientation has significant impact under the Hofstede measure, although not under GLOBE measures, after controlling for other compounding factors. In addition, our evidence implies that national culture may moderate the effect of carbon control mechanisms, such as emissions trading schemes. Finally, the empirical evidence indicates that the impact of culture is not sensitive to national wealth and industry membership. The findings suggest culture exerts incremental influences beyond economic and regulatory incentives and therefore should be adequately considered in the combat against global warming and particularly in negotiations for an international climate agreement that is more acceptable to societies with disparate cultural backgrounds.

THE RELATIONSHIP BETWEEN NATIONAL CULTURE DIMENSIONS AND DEGREE OF INNOVATION

2017 ◽  
Vol 21 (01) ◽  
pp. 1730001 ◽  
Author(s):  
ALEXANDRE LUIS PRIM ◽  
LUIZ STEPHANY FILHO ◽  
GUILHERME AUGUSTO CAVALLARO ZAMUR ◽  
LUIZ CARLOS DI SERIO
Keyword(s):  
National Culture ◽  
National Level ◽  
Secondary Data ◽  
Cultural Dimensions ◽  
National Cultures ◽  
Global Innovation ◽  
Culture Dimensions ◽  
The Relationship ◽  
Degree Of Innovation

The objective of this research is to analyse the relationship between cultural dimensions and the degree of innovation at the national level. For such, secondary data were collected relating to Hofstede’s cultural dimensions and the Global Innovation Index (GII). They were analysed using multiple linear technical regressions based on a sample of 72 countries. The results reveal the existence of three cultural dimensions associated with innovation outputs (technology and creativity): individualism, long-term orientation and indulgence, while a partially supported relationship was encountered for the power distance, uncertainty avoidance, and masculinity dimensions. National cultures were also classified as being competitive, planning, hierarchical or benevolent, to distinguish the most innovation-driven cultures. This evidence contributes to the innovation and competitiveness perspective, in which the intrinsic values of a national culture can favour the development of innovation and raise the competitiveness level of both nations and organisations.

scholarly journals Culture and profitability: empirical evidence at a European level

2016 ◽  
Vol 13 (2) ◽  
pp. 580-588
Author(s):  
Maria Manuela Martins ◽  
Ilídio Tomás Lopes
Keyword(s):  
National Culture ◽  
Statistical Tests ◽  
Power Distance ◽  
Uncertainty Avoidance ◽  
Cultural Dimensions ◽  
Return On Assets ◽  
National Cultures ◽  
Return On Equity ◽  
Lower Uncertainty

Organizational cultures distinguish different organizations within the same country or countries. When comparing the organizations within the same country differences in national cultures are not relevant but become relevant in comparison between different countries. This paper intends to evidence whether the profitability of companies can be influenced by the national culture. In order to characterize the culture of each country, we used the Hofstede measure of cultural dimensions (1. Power Distance (PDI); 2. Uncertainty Avoidance (UAI); 3. Individualism (IDV); 4. Masculinity (MAS); 5. Long-Term Orientation (LTO); and 6. Indulgence vs Restraint (IND)). Sample was based on the 500 largest European companies rated by the Financial Times 2015. Profitability was measured by the ratios Return on Assets (ROA) and Return on Equity (ROE). Statistical tests were performed to test whether the means of the variables used to measure profitability are statistically equal. The results indicate that companies with higher profitability are from countries with lower Power Distance, lower Uncertainty Avoidance, Long-Term Orientation, and Higher Indulgence

scholarly journals Environmental Awareness in Different European Cultures

2020 ◽  
Vol 9 (2) ◽  
pp. 47-54
Author(s):  
Zsuzsanna Bacsi
Keyword(s):  
National Culture ◽  
Environmental Sustainability ◽  
Environmental Awareness ◽  
Cultural Dimensions ◽  
The European Union ◽  
National Cultures ◽  
National Values ◽  
Values And Beliefs ◽  
The Eu

Abstract The 28 countries of the European Union represent a rather heterogeneous group regarding their geography, history, and national cultures. Their response to the current global challenges depends on their way of viewing the world, and that is largely influenced by their national values and beliefs. The research compares the environmental awareness in distinct country groups and identifies the components of national culture, which, by their different approaches to the environmental sustainability, influence the most. The time span of the analysis is seven years from 2012 to 2018. National culture is defined by Hofstede’s cultural dimensions, and the environmental awareness data were collected from the Eurobarometer surveys of the EU. The main findings show that the environmental awareness in the EU increases with time and is higher in indulgent, more individualistic, and more long-term oriented countries, while the level of masculinity and uncertainty avoidance or power distance did not matter. The Scandinavian countries are remarkably environmentally aware, while the other groups of countries do not differ in this respect.

How Does National Culture Influence Microfinance Institutions?

2020 ◽  
pp. 37-60
Author(s):  
Zsuzsanna Banász ◽  
Anikó Csepregi
Keyword(s):  
National Culture ◽  
Poverty Reduction ◽  
Rank Correlation ◽  
Cultural Dimensions ◽  
Microfinance Institutions ◽  
Or Efficiency ◽  
Culture Influence ◽  
Knowledge Strategies ◽  
Cultural Features

Many studies deal with the determinants of countries' culture or efficiency of microfinance institutions (MFIs). This chapter aims to fill the gap in the literature by analyzing the connection between national cultural features and indicators of countries' MFIs. The summary of analyses made regarding MFIs is followed by the national cultural dimensions, and how knowledge strategy could serve poverty reduction. Forty-five countries represent the subject of the research. Their statistics are available for both MFIs and national culture. Rank correlation and investigation of TOP5 countries show that the MFIs are successful in countries characterized by high levels of power distance, collectivistic, long-term-oriented and restraint culture. Based on these results, the chapter lists countries where MFIs could be successfully introduced based on their national cultural features and recommends certain knowledge strategies for effective operation. Finally, research directions as a continuation of this study are also presented.

scholarly journals E-working: Country Versus Culture Dimension

2021 ◽  
Vol 13 (2) ◽  
pp. 23-34
Author(s):  
Michal Beňo
Keyword(s):  
Problem Solving ◽  
The Netherlands ◽  
Cultural Diversity ◽  
National Culture ◽  
Power Distance ◽  
Cultural Dimensions ◽  
Comprehensive Model ◽  
Cultural Backgrounds ◽  
Geert Hofstede ◽  
Different Cultures

Globalisation and increasing digitisation mean that companies must increasingly orientate themselves internationally in order to become (more) competitive or to remain competitive. Promoting e-working can revitalise rural development. The issue involved is always interaction between people from different cultures, between people who, according to their cultural backgrounds, feel, think and act differently. When cultural diversity and differences are taken into account, greater creativity, more diverse ideas and faster problem solving are achieved. The cultural dimensions, according to Geert Hofstede, offer a comprehensive model for capturing the various expressions of intercultural values. This paper examines the motives for applying e-working in selected European countries in 2018 according to Hofstede’s six dimensions of national culture. Twenty-eight countries from the Eurostat database were analysed (Finland and the Netherlands were excluded, and software detected them in the e-working variable as outliers). Correlation with e-working is statistically significant at PDI (power distance index - negative: the lower the PDI index, the higher the proportion of e-working) and IVR index (indulgence versus restraint - positive: the higher the IVR index, the higher the proportion of e-working).

scholarly journals Managing the workplace in a globalized world

Facilities ◽  
2014 ◽  
Vol 32 (13/14) ◽  
pp. 744-760 ◽  
Author(s):  
Evelien B. Plijter ◽  
Theo J.M. van der Voordt ◽  
Roberto Rocco
Keyword(s):  
Real Estate ◽  
Case Studies ◽  
National Culture ◽  
Cultural Dimensions ◽  
National Cultures ◽  
Content Type ◽  
Corporate Real Estate ◽  
Estate Management ◽  
Real Estate Management ◽  
Corporate Real Estate Management

Purpose – The purpose of this study is to provide a better insight into the role of national cultures on the management and design of workplaces of multinationals in different countries. Design/methodology/approach – This explorative study is based on an extensive literature review of dimensions of a national culture in connection to corporate real estate management, interviews with ten representatives of multinationals on corporate real estate strategies and workplace characteristics and a multiple case study of two multinational firms with site visits and observations at offices in The Netherlands, Germany and Great Britain. Findings – Whereas all interviewed companies had their real estate portfolio to some extent aligned to the local national culture, none had a strict central policy about this issue. Differences in workplace characteristics were mainly caused by the involvement of local people in workplace design. Using Hofstede’s cultural dimensions, the case studies showed relationships between masculinity of a culture and the expression of status and between uncertainty avoidance and openness to innovation; however, no relationships were found related to differences in power distance and short-/long-term orientation. Research limitations/implications – The case studies were conducted in three European Union countries. Due to practical reasons, most interviewees were Dutch. Additional empirical research including more different national cultures is needed to advance more unequivocal conclusions and to develop a clear set of guidelines for decision-making. Practical implications – The findings stress the importance of finding a balance between aligning facilities to business purposes and meeting the needs of different (groups of) employees in multinational environments. Originality/value – Although much has been written about national culture, not much research is yet available in connection to facilities management and corporate real estate management.

scholarly journals Cultural Values and Its Influence on the Enactment of Leadership in Public Sector Organisations

2021 ◽  
Vol 12 (4) ◽  
pp. 1-19
Author(s):  
Pg Siti Rozaidah Pg Hj Idris
Keyword(s):  
Public Sector ◽  
Cultural Values ◽  
National Culture ◽  
Research Approach ◽  
Structured Interviews ◽  
Cultural Backgrounds ◽  
National Cultures ◽  
Emerging Nations ◽  
Public Sector Leadership ◽  
Context Specific

This research contributes to our understanding of leadership in public sector organisations by examining the influence of national culture on the enactment of public sector leadership in the context of Brunei. It followed a qualitative interpretivist research approach employing semi-structured interviews involving public sector leaders in Brunei. This research contributes to existing debates that claim that public sector leadership is context specific and contingent upon cultural backgrounds and the national cultures of specific countries and emerging nations. The findings suggest national culture appear to have a constraining influence on public sector leadership, where tension exists between abiding to Islamic work ethics and cultural tribal activities, particularly relating to the issues of fairness and justice regarding recruitment, selection, and promotion.

Gender Differences in Hofstede's Cultural Dimensions Among a Kuwaiti Sample

2016 ◽  
Vol 33 (S1) ◽  
pp. S503-S504 ◽  
Author(s):  
A. AlAnezi ◽  
B. Alansari
Keyword(s):  
Gender Differences ◽  
National Culture ◽  
Power Distance ◽  
Uncertainty Avoidance ◽  
Cultural Dimensions ◽  
Cronbach’S Alpha ◽  
Short Term ◽  
Five Dimensions ◽  
Cronbach's Alpha

IntroductionHofstede's model of cultural dimensions has become the most widely accepted and most frequently cited model for cross-cultural research. His cultural dimensions included power distance index (PDI), individualism vs. collectivism (IDV), masculinity vs. femininity (MAS), uncertainty avoidance index (UAI), and long-term vs. short-term orientation (LTO).ObjectiveThe objective of this study is to explore gender related differences in the Hofstede's five dimensions of national culture for work-related values among a sample from Kuwait.MethodsThe participants were 540 first year secondary school Kuwaiti teachers (270 males: mean age = 28.95 ± 2.47; 270 females: mean age = 28.20 ± 2.04). The Arabic version of the Values Survey Module, VSM 08 was administered to participants. Data analysis include independent sample t-test was used to examine gender differences in Hofstede's five dimensions of national culture.ResultsInternal consistency was satisfactory for the Power Distance, Individualism vs. Collectivism, Masculinity vs. Femininity, Uncertainty Avoidance, and Long-term vs. Short-term Orientation subscales respectively (Cronbach's alpha = 0.82, 0.84, 0.90, 0.74, 0.87) for males and (Cronbach's alpha = 0.77, 0.90, 0.83, 0.80, 0.88) for females. The results revealed significant gender differences where the males obtained a higher score than females on individualism (t = 2.95, P < 0.002), and masculinity (t = 2.77, P < 0.005), while females obtained a higher score than males on power distance (t = 4.48, P < 0.000), and long-term orientation (t = 4.13, P < 0.000).ConclusionThese findings suggest that the gender differences exist for cultural dimensions, and provide insight on leadership characteristics.Disclosure of interestThe authors have not supplied their declaration of competing interest.

Project management control within a multicultural setting

2017 ◽  
Vol 10 (2) ◽  
pp. 148-167 ◽  
Author(s):  
André A. de Waal ◽  
Freke A. de Boer
Keyword(s):  
Project Management ◽  
National Culture ◽  
Management Control ◽  
Cultural Dimensions ◽  
National Cultures ◽  
Content Type ◽  
Multicultural Environment ◽  
Control Framework ◽  
International Projects ◽  
Research Stream

Purpose There is a growing debate and research stream on the influence of national culture on the type and nature of management control systems (MCSs) used by organizations in the country. A specific case is the management control of projects executed in a multicultural international environment. The purpose of this paper is to describe the findings of a study into the role of national cultures in controlling a project which a multinational undertook in four countries. Design/methodology/approach Based on project management control literature a theoretical MCS for international projects is developed. Subsequently, the influence of national culture on this system is discussed, using Hofstede’s cultural dimensions. Then the theoretical system is applied on the project the multinational case company executed in four countries (Austria, Finland, India, and Russia). Findings A key finding is that different national cultures do require different types of control, but that this effect is neutralized by the culture of the multinational which is the same all over the world and which supersedes national cultures. This makes it possible to implement a standardized project management control framework. Originality/value The research yielded a conceptual project management control framework which in practice seemed to be useful for controlling not only the process and progress but also the product (end result) of a project in a multicultural environment.

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