The relationship between organisational culture and its national culture: a case study

2002 ◽  
Vol 2 (1/2) ◽  
pp. 78 ◽  
Author(s):  
He-chuan Sun
Keyword(s):  
National Culture ◽  
Organisational Culture ◽  
The Relationship

scholarly journals CULTURES CORPORATIONS - HOW NATIONAL CULTURAL PREFERENCES MANIFEST THEMSELVES IN ORGANIZATIONAL CULTURES?

2020 ◽  
Vol 4 (2) ◽  
pp. 211-219
Keyword(s):  
National Culture ◽  
Transition Process ◽  
Organisational Culture ◽  
Geert Hofstede ◽  
Cultural Preferences ◽  
Telecommunication Company ◽  
Value Judgements ◽  
People’S Attitudes ◽  
Definition Of

“Organisational culture comprises emotionally acquired behavioural and action controlling value judgements and thinking practices. In the process of socialization within an institution, culture develops steadily and sets people's attitudes and experiences for generations” [3. P. 97] claims Z. Tánczos in his definition of organisational culture. At the same time Geert Hofstede has empirically proved that national culture highly influences not only the culture but also the structure of organisations. The question rises, what happens to an organisational culture when the ownership of a corporation changes hands? This paper seeks to analyse some of the key elements of transition process in organisational culture due to ownership change through a case study of a large multinational telecommunication company

scholarly journals Enterprise Crowdsourcing and Organizational Culture

2021 ◽  
Vol 13 (2) ◽  
pp. 1-20
Author(s):  
Ada Scupola ◽  
Hanne Westh Nicolajsen
Keyword(s):  
Information Technology ◽  
Collective Intelligence ◽  
Organisational Culture ◽  
Innovation Culture ◽  
Starting Point ◽  
Cultural Determinants ◽  
Support Mechanisms ◽  
The Relationship ◽  
Shed Light

Although enterprise crowdsourcing systems that aim to harness the collective intelligence of employees for innovation purposes are proliferating, little is known about how they may impact organisations and their culture. To shed light on this problem, this paper conducts a case study to investigate an engineering consultancy's efforts to implement an internal crowdsourcing as part of an effort to change the innovation culture of the organisation. Taking the starting point in the literature on the relationship between IT and organisational culture and enterprise crowdsourcing, this paper underscores the interplay between innovation culture and information technology. The study finds that enterprise crowdsourcing systems can contribute to small changes of the innovation culture of an organisation along several cultural determinants, including behaviours that encourage innovation, communication and knowledge sharing, employees' relationships, support mechanisms, and strategy.

Do organisational culture and national culture mediate the relationship between high-performance human resource management practices and organisational citizenship behaviour?

2020 ◽  
Vol 41 (8) ◽  
pp. 1179-1197
Author(s):  
Pamela Lockhart ◽  
Nusrat Khan Shahani ◽  
Ramudu Bhanugopan
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
National Culture ◽  
High Performance ◽  
Management Practices ◽  
Organisational Culture ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Impact ◽  
The Relationship

PurposeThe purpose of this paper is to examine the impact of high-performance human resource management practices (HPHRMPs) on organisational citizenship behaviour (OCB) and the influences of national culture (NC) and organisational culture (OC) on this relationship.Design/methodology/approachUsing a self-administered survey, data were collected from a sample of 420 public sector employees. The hypotheses were tested using structural equation modeling and hierarchical regression analysis.FindingsThe findings of this study offer new insights into the ability to improve OCB through greater consideration of NC and OC in the design of HPHRMP. The results indicated that NC fully mediates the relationship between HPHRMP and OCB, whilst OC has a partial mediating influence.Research limitations/implicationsHPHRMP includes a wide variety of functional areas; however, this study has only examined three (reward management, performance appraisal and promotion practices) and contributes to understanding the importance of institutional theory in HRM.Practical implicationsThis study highlights the need for HR professionals to ensure that they consider the impact of cultural differences (national and organisational) on how these HR practices will be perceived by employees.Originality/valueThe present study seeks to extend research into the link between cultural context and HPHRMP and posits that culture plays a crucial role in this relationship.

scholarly journals The Impacts of Leadership Styles and Organisational Cultures on Public Innovations in the Emirates

2018 ◽  
Vol 13 (7) ◽  
pp. 1 ◽  
Author(s):  
Ahmed Mohamed Alkindi ◽  
John Chandler
Keyword(s):  
Leadership Styles ◽  
National Culture ◽  
Leadership Style ◽  
Structural Equation ◽  
Innovation Management ◽  
Organisational Culture ◽  
Cultural Dimensions ◽  
Transformational And Transactional Leadership ◽  
Innovation Strategies ◽  
The Relationship

The role of national and organisational culture in innovation and the implications for strategy remains a source of professional and academic interest. The purpose of this paper is to investigate how national culture and organisational culture influence the relationship between leadership style and innovation strategy. A quantitative approach is adopted for the research methodology utilising structural equation modelling (SEM) to test the hypotheses and explore the relationships between the observed variables. The findings reveal that leadership styles have distinct relationships with innovation strategies and point to a duality in terms of transformational and transactional leadership and innovation. The relationship between national culture dimensions provides support for the notion of a balanced approach to innovation management. National culture does not appear to be an entirely restraining factor in innovation. The findings indicate that cultural dimensions at national and organisational level overall exert a small moderating effect suggesting that the relationship between leadership style and innovation strategies is not wholly bound by national and organisational culture.

scholarly journals De-Radicalization through Prophetic Education in High School

Nadwa ◽  
2020 ◽  
Vol 14 (1) ◽  
pp. 155
Author(s):  
Mat Solikhin
Keyword(s):  
High School ◽  
Data Collection ◽  
National Culture ◽  
Qualitative Method ◽  
Human Beings ◽  
Extra Curricular Activities ◽  
Data Collection Technique ◽  
Islamic Civilization ◽  
The Relationship

<p>This research analyze the management of de-radicalization through the prophetic education, case study in State Senior High School (SMAN 1) and State Islamic High School (MAN 1) Kendal, Jawa Tengah, Indonesia. The research used qualitative method. Data collection technique in this research are observation, interview and documentation. The results showed; 1) the humanizing human beings is the key in organizing the radicalism ideological movement in prophetic education in Indonesia. Meanwhile, in the relationship between religious values and national culture, it must provide space for pluralism and multiculturalism 2) the process of de-radicalization in prophetic education in Indonesia through prophetic values in Islamic Civilization History <em>(Sejarah Kebudayaan Islam, SKI), Al-Qur'an, Hadith, Akidah Akhlaq,</em> and various extra-curricular activities. Based on the evaluation conducted most of students are already good in showing anti-radicalism attitude.</p><p><strong>Abstrak</strong></p><p>Penelitian ini menganalisis pengelolaan de-radikalisasi melalui pendidikan kenabian, study kasus di Sekolah Menengan Atas 1 (SMAN 1) dan Madrasah Aliyah Negeri 1 (MAN 1) Kendal, Jawa Tengah, Indonesia. Penelitian ini menggunakan metode kualitatif. Teknik pengumpulan data dalam penelitian ini adalah observasi, wawancara dan dokumentasi. Hasilnya menunjukkan; 1) bahwa memanusiakan manusia adalah kunci dalam menata gerakan ideologi radikalisme dalam pendidikan profetik di Indonesia. Sedangkan dalam relasi antara nilai-nilai agama dan budaya bangsa maka harus memberi ruang pada pluralisme dan multikulturalisme. 2) proses deradikalisasi dalam pendidikan kenabian di Indonesia melalui nilai-nilai kenabian dalam SKI, Al-Qur'an, Hadits, Akidah Akhlaq, dan berbagai kegiatan ekstra kurikuler. Berdasarkan evaluasi yang dilakukan, sebagian besar siswa sudah bagus dalam menunjukan sikap anti radikalisme.</p>

EXPLORING THE RELATIONSHIP AMONG ORGANISATIONAL CULTURE, CUSTOMER SATISFACTION AND PERFORMANCE IN MULTINATIONAL CORPORATIONS IN NIGERIA.

2012 ◽  
Vol 01 (11) ◽  
pp. 50-58
Author(s):  
UDEGBE, SCHOLASTICA EBAREFIMIA ◽  
AFOBUNOR, S.A.N ◽  
UDEGBE, MAURICE INIEDEGBOR
Keyword(s):  
Customer Satisfaction ◽  
Cultural Values ◽  
Multinational Corporations ◽  
National Culture ◽  
High Reliability ◽  
Reliability And Validity ◽  
Organisational Culture ◽  
Foreign Firms ◽  
Organisational Performance ◽  
The Relationship

This study explores the moderating role of National culture and organisational characteristics in the relationship between organisational cultural values and organisational performance in multinational corporations in Nigeria. It is suggested that the relationship between specific organisational values and organisational performance (i.e. Customer satisfaction and business performance) should vary across National cultures. Likewise, it is anticipated that the relationship between specific organisational cultural values and organisational performance are likely to be greater when the cultural values of organizations are consistent with those of the host country’s technology, economic, political and growth characteristics. Repeatedly, it would be interesting to discover if foreign firms (such as MNCs) tend to maintain the organisational culture of their home countries, if MNCs in Nigeria are incapable of adopting vastly different cultural system, because of differences in values, and if national culture moderates the organisational culture and outcome relationship; and most especially if organisational culture will depend on the national culture. Data for the study was obtained with the aid of questionnaire, seven copies of which were administered in each of the 100 MNCs that served as sample. The selected 100 MNCs were stratified into categories of service, manufacturing and others while the respondents were conveniently selected. Data were generated from the 600 useable questionnaires returned. The response rate was 86%. The data were analysed using descriptive statistics and t- test analysis. The research instrument showed high reliability and validity. Majorly, the study found that culture influences work practices, culture has a profound impact on the way customer perceive the organisation, MNCs in Nigeria tend to maintain the same organisational culture of their home country, and that there is a relationship between organisational culture, customer satisfaction and organisational performance. The study suggests further studies from a market intelligence perspective.

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