scholarly journals A Debate on The Influence Of National Culture in Organizations

2014 ◽  
Vol 5 (1) ◽  
pp. 87
Author(s):  
Arnoldo José de Hoyos Guevara ◽  
Clarice Santiago ◽  
Diego De Mello Conti ◽  
Francine Wey
Keyword(s):  
Organizational Culture ◽  
National Culture

This paper deals with the different concepts of culture and its impact in organizationalmanagement, based on the classical worldwide survey of social cultures and management byGeert Hofstede at the IBM a decade ago. Although, the paper discusses different conceptsof organizational culture and social. The work concludes that more and more investments intraining and development of the employees will be required, as a matter of survival for globalcompanies. This paper represents a contribution updating the Hofstede´s idea and discussingnew alternatives.

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 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 

scholarly journals A Model to align the organizational culture to Lean

2018 ◽  
Vol 11 (2) ◽  
pp. 207 ◽  
Author(s):  
Mehrsa Taherimashhadi ◽  
Imma Ribas
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Corporate Culture ◽  
Lean Manufacturing ◽  
Success Factors ◽  
Evaluation Model ◽  
Structured Interviews ◽  
Implementation Barriers ◽  
Lean Implementation ◽  
Lean Transformation

Purpose: Since the emergence of Lean Manufacturing many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Several aspects need to be taken into account before Lean implementation which national and organizational culture are important. By considering influences of national culture on the organizational culture, this paper aims at proposing an evaluation model to determine the cultural weaknesses of an organization and give some recommendations to manage people before implementing Lean.Design/methodology/approach: This research has been conducted based on literature review survey and semi-structured interviews. Research papers, conference proceedings, books, and official websites regarding Lean philosophy were reviewed to find the influence of national culture in Lean implementation. Different databases were scrutinized, from 2015 to 2017, containing Scopus and Web of Science with the time period of 1996-2016. A set of key terms and their combinations were used including: Toyota Production system, Lean production, Lean manufacturing, Lean management, Transformation, Implementation, Barriers/ Impediments/Challenges/Difficulties, Human resources, Success factors, Organizational culture, and National culture.Findings: The proposed evaluation model is a guide for organizations to determine cultural misalignments between the corporate culture and the Lean culture before its implementation and gives some managerial recommendations to correct them.Originality/value: This study is the first attempt to integrate the national models   with Lean culture to provide an evaluation model and some recommendations to help the organization to align its culture to Lean culture before its implementation.  

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.

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.

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