scholarly journals National and Organizational Culture, Performance Evaluation and Trust: Evidence from Multinational Company Subsidiary in Indonesia

2017 ◽  
Vol 6 (2) ◽  
pp. 319-344
Author(s):  
Unggul Purwohedi
Keyword(s):  
Organizational Culture ◽  
Performance Evaluation ◽  
National Culture ◽  
Evaluation Process ◽  
Objective Evaluation ◽  
Trust Building ◽  
Local Staff ◽  
Mnc Subsidiary ◽  
The Impact ◽  
The Relationship

The aim of this study is to investigate the impact of national and organizational culture on the relationship between accounting and trust in a subsidiary of a Western Multi-National Company (MNC) in Indonesia. This study use a qualitative field study of one French MNC subsidiary and interview four expatriate directors, nine Indonesian managers and 10 Indonesian employees. Key themes were identified with the assistance of NVivo software. In this study, accounting, through formal performance evaluation, contributes to trust building between supervisors and their subordinates. Formal performance evaluation through transparent and objective evaluation increases trust in the supervisor. On the other hand, informal performance evaluation tends to decrease trustful behaviour due to secrecy in the evaluation process.  It appears that Indonesian national culture does influence organizational culture preference in the local staff. Individuals share national culture as a result of values developed from family, religion, education, and experience.DOI: 10.15408/sjie.v6i2.4733 

THE IMPACT OF NATIONAL CULTURE ON THE CORPORATE CULTURE IN GLOBAL HOTEL COMPANIES

2006 ◽  
Vol 12 (2) ◽  
pp. 93-102
Author(s):  
Zdenko Cerović ◽  
Amelia Tomašević
Keyword(s):  
National Culture ◽  
Corporate Culture ◽  
Positive Impact ◽  
Social Differences ◽  
National Cultures ◽  
Local Staff ◽  
Business Operations ◽  
Norms And Values ◽  
Hotel Service ◽  
The Impact

The national culture is a system of assumptions, values, norms and traditions shared by one national group; the corporate culture is a system of rituals, behavior patters, norms and values shared by majority of employees in a company. Both cultures influence the style of management and communication with employees. The national culture influences the corporate culture, but in a long term, a corporate culture can also influence the national culture. Strong corporate cultures can suppress the national culture through the system of standardization of business operations, which in international companies is an element of brand identification and a competitive advantage. Global hotel companies which manage the hotels all over the world, face problems which derive from differences between their own corporate culture and national cultures of local staff. The efficiency of operations will depend on the way and skills in handling those problems. The influence of national and sometimes local cultures might have positive impact on creation of very successful hotel system of hotel service which often is well accepted on tourist market, but might also result with potential misunderstandings and even opposite effects. The paper surveys the elements of national cultures which might have impact on corporate cultures. The paper assumes that global hotel companies often face big cultural and social differences in certain destinations of their business interest. The model of survey are hotel corporate cultures in Croatian, European and world hotels and their corporations.

scholarly journals The impact of organizational culture on business operations in the Republic of Srpska and Serbia

2017 ◽  
Vol 6 (12) ◽  
Author(s):  
Svetlana Vukotić ◽  
Mirjana Čeko ◽  
Dragana Gaćinović
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Empirical Studies ◽  
Theoretical Framework ◽  
Business Operations ◽  
The Republic ◽  
The Impact

This paper primarily provides relevant theoretical framework forexplaining the phenomenon of organizational culture, but also itanalyzes its impact on the business of an enterprise/company andworking atmosphere that occurs as a result of the impact of the organizationalclimate of a given company. Empirical studies on thissubject have been carried out in Serbia and the Republic of Srpska,which allowed us to compare the implementation and the impact ofthe organizational culture in these areas. In an integral part of thesestudies were included: types of organizational culture, the influenceof national culture on organizational culture and determination ofthe level of development of the same, all in order to improve businessoperations in Serbia and the Republic of Srpska.

scholarly journals Opinions of school principals and teachers about teacher evaluation according to performance criteriaPerformans kriterlerine göre öğretmenlerin değerlendirilmesine ilişkin okul müdürü ve öğretmen görüşleri

2017 ◽  
Vol 14 (2) ◽  
pp. 1647 ◽  
Author(s):  
Ferudun Sezgin ◽  
Ayşe Tınmaz ◽  
Sezgin Tetik
Keyword(s):  
Professional Development ◽  
Performance Evaluation ◽  
Phenomenological Study ◽  
School Principals ◽  
Evaluation Process ◽  
Structured Interview ◽  
Performance Criteria ◽  
Ministry Of Education ◽  
Study Participants ◽  
The Impact

The purpose of this study was to examine the opinions of school principals and teachers about the new implication process which teachers are being evaluated by school principals according to performance criteria. Phenomenological study design was chosen in this qualitative research. Participants were selected according to maximum variation sampling which is one of the purposeful sampling methods. Data were collected from 11 school principals and 14 teachers via semi-structured interview forms in Tokat city center. Data were analyzed according to descriptive analyzing technique. According to the results obtained in the study, participants stated that the purpose of current performance evaluation is the evaluation of teachers and to support their professional development. About the new application’s access to the purposes, while many of the teachers reported that the system could not achieve its goals, most of the school principals stated that the system would reach the goals with some shortcomings. Participants criticized the system for fast coming up and implementation. Participants stated that school principals were not qualified for this system. The most important strength of the system was defined as the teacher’s close awareness of the school principals. According to teachers’ views about the weaknesses of the system; the impact of conflicts or prejudices affecting school, school principals’ failure to take into account the criteria list, the existence of biased behaviors, the fact that principals were not educated in supervision, erroneous or incomplete practices in branch-specific evaluations, the deterioration of organizational peace. The majority of school principals reported that the applied system could contribute to the professional development of teachers, while the majority of teachers thought that the system would make a limited contribution. A two-day seminar was held with the school principals while training for teachers was not arranged by the Ministry of Education prior to the performance evaluation process. In the study, some suggestions were also made regarding the development of the current practice and the assessment of teacher performance in Turkey.Extended English abstract is in the end of PDF (TURKISH) file. ÖzetBu çalışmanın amacı öğretmenlerin performans kriterlerine göre okul müdürleri tarafından değerlendirildiği yeni uygulama konusunda okul müdürleri ve öğretmenlerin görüşlerini ortaya koymaktır. Nitel araştırma yöntemine göre tasarlanan bu çalışmada olgu bilim deseni benimsenmiştir. Çalışmada katılımcılar amaçlı örnekleme yöntemlerinden maksimum çeşitlemeye göre oluşturulmuştur. Tokat il merkezinde görev yapmakta olan 11 okul müdürü ve 14 öğretmenle yarı yapılandırılmış görüşme formu kullanılarak veri toplanmıştır. Veriler betimsel analiz tekniğine göre çözümlenmiştir. Araştırmada elde edilen verilere göre katılımcılar mevcut performans değerlendirme uygulamasının amacının daha çok öğretmenlerin değerlendirilmesi ve mesleki gelişimlerini artırma olduğu yönünde görüş belirtmişlerdir. Yeni uygulamanın amacına ulaşabilmesine ilişkin öğretmenlerin çoğunluğu sistemin amacını gerçekleştiremeyeceğini düşünürken okul müdürlerinin çoğunluğu bazı eksiklikler belirtmekle birlikte sistemin amacına ulaşabileceğini ifade etmektedirler. Uygulanma süreciyle ilgili katılımcılar sistemin bir anda gündeme gelmesi ve uygulanmasını eleştirmektedir. Katılımcılar okul müdürlerinin bu konuda yeterli olmadığını düşünmektedir. Sisteminin en önemli güçlü yanının okul müdürünün öğretmeni yakından tanıması olduğu ifade edilmiştir. Sistemin zayıf yönleri ile ilgili olarak öğretmenler; okulda yaşanacak çatışmaların veya önyargıların değerlendirmeyi etkilemesi, okul müdürlerinin kriter listesini dikkate almaması, taraflı davranışların varlığı, müdürlerin denetim konusunda eğitimli olmamaları, branşa özgü değerlendirmelerde hatalı veya eksik uygulama, örgüt barışının bozulması şeklinde görüş belirtmişlerdir. Okul müdürlerinin çoğunluğu uygulanmakta olan sistemin öğretmenlerin mesleki gelişimine katkı sağlayacağını belirtirken öğretmenlerin çoğunluğu kısıtlı katkı sağlayacağını düşünmektedir. Performans değerlendirme süreci öncesinde Milli Eğitim Bakanlığı tarafından öğretmenlere yönelik bir eğitim düzenlenmezken, okul müdürlerine iki günlük bir seminer düzenlenmiştir. Çalışmada ayrıca mevcut uygulamanın geliştirilmesi ile ilgili ve Türkiye’de genel anlamda öğretmen performansının değerlendirilmesi ile ilgili olarak birtakım önerilerde bulunulmuştur.

The Impact of Culture on the Application of the SECI Model

2010 ◽  
pp. 26-47 ◽  
Author(s):  
Markus Haag ◽  
Yanqing Duan ◽  
Brian Mathews
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Organizational Knowledge ◽  
Seci Model ◽  
Organizational Knowledge Creation ◽  
Contextual Environment ◽  
The Impact

The concept of culture and its relationship with Nonaka’s SECI model, a widely used model of organizational knowledge creation, is discussed in this chapter. Culture, in various forms, is argued to impact on the SECI model and the model itself is embedded in a certain context. This context determines the characteristics of the knowledge creation modes as described by SECI and therefore makes the model either more, or less, pertinent in a given context. This is regardless of whether that context is primarily determined by national culture, organizational culture or other factors. Differences in emphases in a given contextual environment on either tacit or explicit knowledge also impacts on knowledge creation as defined by SECI. Finally, it is emphasized that being conscious of the cultural situatedness of the SECI model can lead to a more adequate use of the model for organizational knowledge creation.

The Impact of Different Organizational Cultures on IT Outsourcing Relationship Management

2013 ◽  
Vol 4 (2) ◽  
pp. 50-66 ◽  
Author(s):  
Parisa Aasi ◽  
Ivan Nunes ◽  
Lazar Rusu ◽  
Georg Hodosi
Keyword(s):  
Organizational Culture ◽  
It Outsourcing ◽  
Business Strategies ◽  
It Service ◽  
External Agents ◽  
Global Companies ◽  
Open Discussion ◽  
Specific Factors ◽  
The Impact ◽  
The Relationship

Globalization has affected the organizations in many aspects such as structure, architecture, internal/external strategies and sourcing management. Outsourcing is one of the recent business strategies used to provide IT needs via external agents. The relationship between the service buyer and provider companies is a constituent playing a significant role in IT outsourcing success or failure. This research has a focus on the influence of organizational culture of buyer companies on the specific factors of trust, cooperation, communication and commitment in their relationship with the IT service provider. Two explorative case studies are done in global companies using ITO which revealed the presence of organizational culture effect. Particularly, being innovative, having open discussion as an organizational culture and looking for extending contracts with providers as a strategy, appeared as the major difference between the two cases organizational culture; which influences the studied factors of ITO relationship in this research.

The impact of national cultural values on retail structure

2016 ◽  
Vol 33 (6) ◽  
pp. 894-920 ◽  
Author(s):  
Boryana V. Dimitrova ◽  
Bert Rosenbloom ◽  
Trina Larsen Andras
Keyword(s):  
Cultural Values ◽  
National Culture ◽  
Retail Operations ◽  
Data Set ◽  
Content Type ◽  
The World ◽  
Primary Focus ◽  
Retail Structure ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to investigate the relationship between national cultural values and retail structure. Design/methodology/approach The authors use a panel data set of 67 countries over the period 1999-2012. Findings The results demonstrate that national cultural values, measured with the World Values Survey’s traditional/secular-rational and survival/self-expression dimensions, affect retail structure. Research limitations/implications While marketing scholars have examined the relationship between demographic and competitive factors and retail structure, there has been a substantial body of anecdotal evidence showing that national culture can also drive retail structure development. In order to enhance the understanding of the relationship between national culture and retail structure, the authors empirically examine the impact of national cultural values on retail structure. Originality/value This study is the first one to empirically examine the impact of national culture on retail structure. The authors thus help advance retail structure research the primary focus of which has been on investigating the impact of demographic and competitive factors on retail structure. This study is especially relevant to international retail managers who coordinate retail operations in multiple countries around the world. These managers need insight into the impact of national cultural values on retail structure in order to devise effective retail strategies for each host market.

scholarly journals Workplace Violence and Employee Engagement: The Mediating Role of Work Environment and Organizational Culture

SAGE Open ◽  
2020 ◽  
Vol 10 (2) ◽  
pp. 215824402093588
Author(s):  
Zohra Saleem ◽  
Zhou Shenbei ◽  
Ayaz Muhammad Hanif
Keyword(s):  
Organizational Culture ◽  
Work Environment ◽  
Employee Engagement ◽  
Workplace Violence ◽  
Equation Modeling ◽  
Mediating Role ◽  
Customer Care ◽  
Negative Effect ◽  
The Impact ◽  
The Relationship

Employees working across all domains of professions are exposed to workplace violence (WPV). Few researchers have investigated the effects of WPV on employee engagement (EE) and the impact of the work environment and organizational culture on their relationship. The aim of this research is to describe the effect of WPV on EE and clarify the relationship between WPV, work environment, organizational culture, and EE. A cross-sectional study was performed on the data, collected from 178 alumni of a university, currently employed in caring, customer care, managerial, and technology professions in Pakistan. Structural equation modeling (SEM), confirmatory factor analysis (CFA), analysis of variance (ANOVA), and Tukey post hoc tests were employed for data analysis. The results showed that 88.7% of respondents had experienced WPV during the last 12 months. Significant differences existed in the work-related harassment and physical violence reported by occupational groupings. WPV had a significant direct negative effect on EE (β = −.556**), work environment (β = −.440) and organizational culture (β = −.758**). Furthermore, the work environment (β = −.123**) and organizational culture (β = −.157**) have a significant negative effect on EE, and both mediated the relationship between WPV and EE. The results show that employees working in caring and customer care are exposed to considerable risk of WPV. The findings underscore that a supportive work environment and positive organizational culture play a mediating role between WPV and EE among employees.

In today's global environment organizational culture dominates national culture!

2014 ◽  
Vol 21 (4) ◽  
pp. 651-664 ◽  
Author(s):  
Braden R. Kattman
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Continuous Improvement ◽  
Management Practices ◽  
Organizational Impact ◽  
Content Type ◽  
Quantitative And Qualitative Research ◽  
Power Company ◽  
The Impact ◽  
Business And Management

Purpose – The specific problem this research addresses is whether cultural differences, national or organizational, impact how effectively the continuous improvement process is received within the supply chain in order to improve supplier performance. The paper aims to discuss these issues. Design/methodology/approach – The research design used a mixed methods approach, combining quantitative and qualitative research. Findings – The research found that Canada was most receptive to continuous improvement, with China being the least receptive. The study found that organizational culture was more influential than national culture. Isomorphism and benchmarking is driving continuous-improvement language and methods to be more universally known within business. Business and management practices appear to take precedence in driving change within organizations. Research limitations/implications – The sample size and countries involved was very small and limited to key medium sized distributed power company (MSDPC) suppliers. This limited diversity and may have introduced supplier selection bias, as well as survey response bias. Practical implications – This research concludes that organizational culture is more dominant over national culture and the influence of leadership within the organization drives the impact of continuous improvement. Originality/value – With isomorphism and the fact that businesses want to be successful, continuous improvement language and methods are becoming more universally known. Business and management practices are now taking precedence in driving change within organizations. Organizational culture is now more influential than national culture.

scholarly journals The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

2015 ◽  
Vol 9 (1) ◽  
pp. 43 ◽  
Author(s):  
Ahmad A. Al-Tit
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Positive Role ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

<p>The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.</p>

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