The Influence of National Culture and Organizational Culture on the Success of an Expatriate Overseas Assignment

2016 ◽  
pp. 1461-1489 ◽  
Author(s):  
Gina Fe G. Causin ◽  
Charito G. Ngwenya
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Corporate Culture ◽  
Cultural Beliefs ◽  
Two Dimensions ◽  
Management Skills ◽  
Managerial Skills ◽  
Attitudes And Behaviors ◽  
Overseas Assignment ◽  
Expatriate Assignments

Numerous studies have attempted to determine what makes hospitality expatriate executives successful and a large variety of managerial skills have been generated. The rapidly increasing trend toward internationalization of business has fostered an interest in examining important management skills that international hospitality executives should possess. The study findings indicated that there were underlying dimensions that contributed to the success of hospitality expatriate executives on their overseas assignment. National culture and corporate using management skills could influence a successful overseas assignment. However, it was not revealed which one between the two dimensions has more influence towards a successful overseas assignment. Successful expatriates are being profiled as organizations have found that expatriate assignments are an effective, yet expensive, means of developing international qualities in their managers. The increasing globalization of business appears to have led to the emergence of an international business workforce that shares a unique set of cultural beliefs, attitudes, and behaviors. The thrust of this chapter was to examine the influence of national culture and corporate culture of hospitality expatriate executives that led to a successful overseas assignment.

The Influence of National Culture and Organizational Culture on the Success of an Expatriate Overseas Assignment

2015 ◽  
pp. 79-106
Author(s):  
Gina Fe G. Causin ◽  
Charito G. Ngwenya
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Corporate Culture ◽  
Cultural Beliefs ◽  
Two Dimensions ◽  
Management Skills ◽  
Managerial Skills ◽  
Attitudes And Behaviors ◽  
Overseas Assignment ◽  
Expatriate Assignments

Numerous studies have attempted to determine what makes hospitality expatriate executives successful and a large variety of managerial skills have been generated. The rapidly increasing trend toward internationalization of business has fostered an interest in examining important management skills that international hospitality executives should possess. The study findings indicated that there were underlying dimensions that contributed to the success of hospitality expatriate executives on their overseas assignment. National culture and corporate using management skills could influence a successful overseas assignment. However, it was not revealed which one between the two dimensions has more influence towards a successful overseas assignment. Successful expatriates are being profiled as organizations have found that expatriate assignments are an effective, yet expensive, means of developing international qualities in their managers. The increasing globalization of business appears to have led to the emergence of an international business workforce that shares a unique set of cultural beliefs, attitudes, and behaviors. The thrust of this chapter was to examine the influence of national culture and corporate culture of hospitality expatriate executives that led to a successful overseas assignment.

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.  

scholarly journals Analisis Budaya Organisasi Stasiun Televisi Lokal X di Bandung dengan OCAI (Organizational Culture Assessment Instrument)

2020 ◽  
Vol 11 (2) ◽  
pp. 161-180
Author(s):  
Fauziyyah Sholeha Tunnisa ◽  
Anissa Lestari Kadiyono
Keyword(s):  
Organizational Culture ◽  
Corporate Culture ◽  
Two Dimensions ◽  
Assessment Instrument ◽  
Television Station ◽  
Local Television ◽  
The Future ◽  
The Media ◽  
Organizational Culture Assessment Instrument ◽  
Measuring Tool

ABSTRACTNow, the world has entered globalization, it forms an industry which is determined by the international market. This change has an impact on companies in the media and broadcasting sectors. Now, the company is trying to be at the advance with client-based values. Facing up this rapidly changing environment requires a strategy to adapt. Determination of these strategies can be helped by knowing the organizational culture that is owned by the company. Local television station X is one of the local television stations that has survived for more than 20 years in media and broadcasting sector, To determine a strategy to face the market in the future, this television station needs to know the organizational culture it has, so that it can determine the direction of the preferred organizational culture in the future. OCAI (Organizational Culture Assessment Instrument) is a measuring tool that is often used and precisely in diagnosing organizational culture and organizational effectiveness. This measuring instrument is filled by all employees of television station X from various positions. The results of this study indicate that the dominant organizational culture possessed by this television station is clan culture, but this culture still tends to be weak, this can be due to two dimensions of organizational culture that have different patterns. There is a need for improvement in the communication system to improve work communication relations between management levels at local television station X in order to form a strong corporate culture. ABSTRAK Saat ini telah memasuki globalisasi, hal tersebut membentuk industri yang ditentukan oleh pasar internasional. Perubahan ini berdampak pada perusahaan yang bergerak di sektor media dan broadcasting, sehingga saat ini perusahaan berusaha menjadi yang terdepan dengan nilai-nilai berbasis pada klien. Mengahadapi lingkungan yang cepat berubah ini diperlukan sebuah strategi untuk dapat beradaptasi. Penentuan strategi tersebut dapat terbantu dengan mengetahui budaya organisasi yang dimiliki oleh perusahaan. Stasiun televisi lokal X adalah salah satu stasiun televisi lokal yang bertahan setelah kurang lebih 20 tahun berkiprah dalam sektor media dan broadcasting, untuk menentukan strategi untuk menghadapi pasar dimasa yang akan datang, maka stasiun televisi ini perlu mengetahui budaya organisasi yang dimiliki, sehingga dapat menentukan arah budaya organisasi yang dilebih disukai dimasa yang akan datang. OCAI (Organizational Culture Assessment Instrument) merupakan alat ukur yang sering digunakan dan tepat dalam mendiagnosa budaya organisasi dan efektifitas organisasi. Alat ukur ini diisi oleh seluruh karyawan stasiun televisi X dari berbagai jabatan. Hasil dari penelitian ini, bahwa budaya organisasi dominan yang dimiliki oleh stasiun televisi ini adalah budaya clan, tetapi budaya ini masih cenderung lemah, hal tersebut dapat disebabkan dua dimensi budaya organisasi yang memiliki pola berbeda. Perlu adanya perbaikan dalam sistem komunikasi untuk memperbaiki hubungan komunikasi kerja antara level manajemen di stasiun televisi lokal X agar dapat membentuk budaya perusahaan yang kuat.

Organizational Time Culture and Electronic Media

2011 ◽  
pp. 364-372
Author(s):  
Cheon-Pyo Lee
Keyword(s):  
Organizational Culture ◽  
Diffusion Process ◽  
National Culture ◽  
Electronic Media ◽  
Two Dimensions ◽  
Careful Examination ◽  
Time Dimension ◽  
Adoption And Implementation ◽  
The Media ◽  
Time Culture

This chapter explains the electronic media diffusion process within organizations and provides a guideline to implement electronic media within organizations. The concept of Hall’s (1976) time dimension culture, monochronic and polychronic, and two dimensions of media speed, production and interaction speed, are used to explain the media diffusion process within organizations. It suggests that the diffusion process and expected benefit of electronic media are significantly different, depending on national culture, organizational culture, and the characteristics of that medium. Therefore, careful examination and understanding of organizational time culture and the characteristics of media should be ahead of making a decision on electronic media adoption and implementation.

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.

Discussion of “How Does Culture Impinge Upon Managers’ Demeanor of Earnings Management? Evidence From Cross-Country Analysis”

2021 ◽  
pp. 2180006
Author(s):  
Suresh Radhakrishnan ◽  
Surya Janakiraman
Keyword(s):  
Earnings Management ◽  
National Culture ◽  
Corporate Culture ◽  
Reference Points ◽  
Future Research ◽  
Economic Institutions ◽  
Country Analysis ◽  
Cross Country

We provide a framework that builds upon the findings of Chaney, Lodh and Nandy (2021) for future research to examine the mechanism through which national culture is related to earnings management. In particular, the framework can be used to examine how specific contexts, reference points, corporate culture and economic institutions affect the relation between national culture and earnings management.

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.

A revision of Hofstede’s model of national culture: old evidence and new data from 56 countries

2018 ◽  
Vol 25 (2) ◽  
pp. 231-256 ◽  
Author(s):  
Michael Minkov
Keyword(s):  
Cultural Differences ◽  
National Culture ◽  
Well Being ◽  
Two Dimensions ◽  
Internal Reliability ◽  
Data Set ◽  
Content Type ◽  
Gender Egalitarianism ◽  
Fifth Dimension ◽  
National Differences

PurposeHofstede’s model of national culture has enjoyed enormous popularity but rests partly on faith. It has never been fully replicated and its predictive properties have been challenged. The purpose of this paper is to provide a test of the model’s coherence and utility.Design/methodology/approachAnalyses of secondary data, including the World Values Survey, and a new survey across 56 countries represented by nearly 53,000 probabilistically selected respondents.FindingsImproved operationalizations of individualism-collectivism (IDV-COLL) suggest it is a robust dimension of national culture. A modern IDV-COLL index supersedes Hofstede’s 50 year-old original one. Power distance (PD) seems to be a logical facet of IDV-COLL, rather than an independent dimension. Uncertainty avoidance (UA) lacks internal reliability. Approval of restrictive societal rules and laws is a facet of COLL and is not associated with national anxiety or neuroticism. UA is not a predictor of any of its presumed main correlates: importance of job security, preference for a safe job, trust, racism and xenophobia, subjective well-being, innovation, and economic freedom. The dimension of masculinity-femininity (MAS-FEM) lacks coherence. MAS and FEM job goals and broader values are correlated positively, not negatively, and are not related to the MAS-FEM index. MAS-FEM is not a predictor of any of its presumed main correlates: achievement and competition orientation, help and compassion, preference for a workplace with likeable people, work orientation, religiousness, gender egalitarianism, foreign aid. After a radical reconceptualization and a new operationalization, the so-called “fifth dimension” (CWD or long-term orientation) becomes more coherent and useful. The new version, called flexibility-monumentalism (FLX-MON), explains the cultural differences between East Asian Confucian societies at one extreme and Latin America plus Africa at the other, and is the best predictor of national differences in educational achievement.Research limitations/implicationsDifferences between subsidiaries of a multinational company, such as IBM around 1970, are not necessarily a good source of knowledge about broad cultural differences. A model of national culture must be validated across a large number of countries from all continents and its predictions should withstand various plausible controls. Much of Hofstede’s model (UA, MAS-FEM) fails this test while the remaining part (IDV-COLL, PD, LTO) needs a serious revision.Practical implicationsConsultancies and business schools still teach Hofstede’s model uncritically. They need to be aware of its deficiencies.Originality/valueAs UA and MAS-FEM are apparently misleading artifacts of Hofstede’s IBM data set, a thorough revision of Hofstede’s model is proposed, reducing it to two dimensions: IDV-COLL and FLX-MON.

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