scholarly journals Dimensions of national cultures and organisational behaviour

Kultura ◽  
2020 ◽  
pp. 323-345
Author(s):  
Gordana Đuretić ◽  
Nevena Krasulja
Keyword(s):  
Organizational Climate ◽  
National Culture ◽  
Power Distance ◽  
Negative Attitudes ◽  
National Cultures ◽  
Entrepreneurial Behaviour ◽  
Huge Impact ◽  
Organisational Behaviour ◽  
Main Support ◽  
Very High

The main goal of this paper is to point out that the dimensions of national cultures have a huge impact on different aspects of organisational behaviour. The main support in the work is Hofstede's five-dimensional cultural model. The authors pay special attention to the dimensions of power distance and uncertainty avoidance. When both of indexes are high at the level of national culture, organizational climate will have some special features such as high hierarchical pyramids, centralised decision making, and autocratic behaviour of managers, negative attitudes towards work, stress and lack of entrepreneurial behaviour. Also, special interest in this topic results from the fact that both of these dimensions in Serbia are very high.

On the Need to Include National Culture as a Central Issue in E-Commerce Trust Beliefs

2009 ◽  
pp. 384-406 ◽  
Author(s):  
David Gefen ◽  
Tsipi Heart
Keyword(s):  
National Culture ◽  
Exploratory Study ◽  
Power Distance ◽  
Cross Cultural ◽  
Central Issue ◽  
National Cultures ◽  
Cultural Aspects ◽  
Trust Beliefs ◽  
International Phenomenon ◽  
The U.S

Trust and trust beliefs (trustworthiness) are key to e-commerce success but depend, to a large extent, on culture. With e-commerce being an international phenomenon, understanding the cross-cultural aspects of trust creation is therefore arguably required although mostly ignored by current research which deals almost exclusively with the U.S. This exploratory study examines whether definitions of trust beliefs as conceptualized and verified in the U.S. apply in Israel which differs markedly in individualism, uncertainty avoidance, and power distance. The data, crossvalidating the scale of trust and its antecedents in both cultures, generally support the proposition that trust beliefs apply across cultures, and may be a relatively unvarying aspect of e-commerce. However, as expected, the effects of predictability and familiarity on trust beliefs may differ across national cultures. Implications about the need to include national culture in the research on trust, in general, and in e-commerce in particular, are discussed.

Hofstede's Measures of National Culture and Social Progress

2003 ◽  
Vol 92 (3_suppl) ◽  
pp. 1199-1202 ◽  
Author(s):  
Basu Sharma
Keyword(s):  
National Culture ◽  
Power Distance ◽  
Social Progress ◽  
National Cultures ◽  
Negatively Associated ◽  
Weighted Index ◽  
The Social ◽  
The World

Using measures of national cultures published by Hofstede in 1991, this study examined their effects on the weighted index of social progress of 50 countries around the world. Empirical findings indicated that individualism was negatively associated, while power distance was positively associated with the social progress of nations.

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 NATIONAL CULTURE AND TRANSPARENCY: EVIDENCE FROM ISLAMIC BANKS

2019 ◽  
Vol 10 (1) ◽  
pp. 101-109
Author(s):  
Rochania Ayu Yunanda ◽  
Mohammad Ali Tareq ◽  
Akbariah Binti Mahdzir ◽  
Faried Kurnia Rahman
Keyword(s):  
Cultural Values ◽  
National Culture ◽  
Power Distance ◽  
Uncertainty Avoidance ◽  
Cultural Dimensions ◽  
The Other ◽  
Islamic Banks ◽  
National Cultures ◽  
Business Operations ◽  
Other Hand

The purpose of this paper is to investigate the effects of predominant cultural values on banking disclosure. On one hand, Islamic banks have practiced Islamic principles which are universal for all countries. Islamic banks are expected to provide transparent information especially in terms of social and Shariah(Islamic) compliant information as Islamic banks claim themselves to have social objectives as the prime consideration. Islamic banks also have Shariah supervisory body to ensure that the banking activities and business operations are in line with Islamic requirements. On the other hand, Hofstede‘s cultural dimensions and Gray‘s hypotheses have rendered remarkable contributions in financial and accounting practices among different nations. Examining 45 Islamic banks in 11 Moslem majority countries, this paper focuses on four particular cultural dimensions namely individualism/collectivism, masculinity/femininity, uncertainty avoidance, and power distance and whether these dimensions have an impact on transparency. This study found that two out of four national cultures still have significant effect on the transparency level in Moslem majority countries.

Strategic Leadership through the Prism of National Culture

2017 ◽  
pp. 1612-1622
Author(s):  
David Starr-Glass
Keyword(s):  
National Culture ◽  
Risk Taking ◽  
Power Distance ◽  
Cultural Dimensions ◽  
Strategic Leadership ◽  
Leadership Model ◽  
National Cultures ◽  
Cultural Assumptions ◽  
Cultural Contexts ◽  
Beliefs And Values

The increasing importance and practice of strategic leadership can easily be seen as a rational and logical response to growing complexity and volatility in the task environments that organizations confront. Undoubtedly, this is partially true, but a strategic leadership response is also supported and encouraged by the cultural assumptions, beliefs, and values embedded in many Western societies. It is not without significance that strategic leadership has become so widely adopted in national cultures that legitimize individualism, power distance, risk-taking, and future-orientated behaviors. These cultural dimensions support and encourage strategic leadership, but what happens when this leadership model is applied, or imposed, in different national cultural contexts? This chapter tries to answer this question by considering national culture and the perception of the strategic leadership construct.

National Culture on Knowledge Sharing in the U.S. and China

2020 ◽  
pp. 81-108
Author(s):  
Yu-Wei Chang ◽  
Ping-Yu Hsu ◽  
Wen-Lung Shiau
Keyword(s):  
Knowledge Sharing ◽  
Cultural Differences ◽  
National Culture ◽  
Power Distance ◽  
Multinational Companies ◽  
Cultural Characteristics ◽  
Management Implications ◽  
National Cultures ◽  
Organizational Rewards ◽  
The U.S

A major challenge for multinational companies is how to motivate employees with different individual cultural characteristics and national cultures to share knowledge. The purpose of this study is to investigate the effects of individual and national cultures on knowledge sharing. Individual cultural characteristics are incorporated into the model as antecedents of knowledge-sharing motivations (organizational rewards, image, and reciprocal benefits). National cultural differences are examined by conducting studies with subjects in the U.S. and China. The results show that power distance is significantly related to reciprocal benefits in the U.S. but not in China. Individualism/collectivism is related to organizational rewards and image in the U.S. but not in China, while individualism/collectivism is significantly related to reciprocal benefits in China but not in the U.S. Uncertainty avoidance is significantly related to reciprocal benefits in the U.S. but not in China. This study provides knowledge-sharing practices and management implications for multinational companies.

scholarly journals The influence of national culture on organizational subcultures and leadership styles in Serbian enterprises: An empirical analysis

Sociologija ◽  
2003 ◽  
Vol 45 (4) ◽  
pp. 317-346 ◽  
Author(s):  
Dusan Mojic
Keyword(s):  
Leadership Styles ◽  
National Culture ◽  
High Power ◽  
Power Distance ◽  
Cultural Influences ◽  
Managerial Behavior ◽  
National Cultures ◽  
Organizational Subcultures ◽  
High Power Distance ◽  
High Uncertainty

The main intention of this study was to analyze cultural influences on leadership styles and organizational subcultures in Serbian enterprises. Hofstede's well-known research about national cultures has been used as the theoretical framework for examining the above-mentioned organizational phenomena. The results of the study confirmed earlier findings about national culture in Serbia, which is characterized by high Power Distance, high Uncertainty Avoidance, strong Collectivism and, mostly, "feminine" values. As for leadership, the study reveals that authoritative style is absolutely prevailing pattern of managerial behavior in Serbian enterprises.

scholarly journals The Comparative Study of Cultural Differences of Slovak Inbound Tourists: A Need of Innovations

2016 ◽  
Vol 9 (36) ◽  
pp. 373-383
Author(s):  
Iveta Fodranová ◽  
Viera Kubičková
Keyword(s):  
Power Distance ◽  
Negative Attitude ◽  
Two Dimensions ◽  
National Cultures ◽  
Linguistic Group ◽  
Slovak Population ◽  
Efficient Communication ◽  
Marketing Activities ◽  
The Comparative Study

Abstract The aim of this article was to identify the cause of the negative attitude of Slovak population towards visitors by comparing the differences in national cultures on six primary Hofstede’s dimensions: power distance, individualism, masculinity, uncertainty avoidance, long-term orientation and indulgence and provide comparison with Slovakia. The results revealed high score on power distance and masculinity. The high score of this two dimensions′ correlates with elements of expressions of superiority and negatively affects not only the way of communication between people from the same cultural and linguistic group, but also with individuals that come from a different cultural environment. Based on these results, it is necessary to develop a smarter marketing approach - strive for innovation and unique marketing activities for a more efficient communication.

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 Need for Uniqueness among Gulf Cooperation Council Countries’ Consumers: A Cross-Culture Study

2017 ◽  
Vol 9 (4) ◽  
pp. 29
Author(s):  
Sarah G. Alzahrani ◽  
Lauren Copeland
Keyword(s):  
National Culture ◽  
United Arab Emirates ◽  
Power Distance ◽  
Negative Relationship ◽  
Gulf Cooperation Council ◽  
Cross Culture ◽  
Online Questionnaire ◽  
Need For Uniqueness ◽  
Middle East Countries ◽  
Culture Dimensions

Understanding differences among consumers across varying cultures is of great importance to the success of international retailers. Ignoring the influence of culture and centralized marketing has led to a decline in profits for some international companies. Studying the culture of Middle East countries, particularly the Gulf Cooperation Council Countries (GCCC), Saudi Arabia, United Arab Emirates, Kuwait, Bahrain, Qatar, and Oman, is essential before marketing in these countries. Additionally, the GCCC is one of the top 10 luxury markets in the world. Hofstede model of national culture is crucial for GCCC due to the fact culture norms regarding dress and appearance are nationally adopted. A sample of 170 participants from the GCCC was collected using an online questionnaire of 45 items measuring national culture dimensions and need for uniqueness when shopping for luxury goods. It was found that power distance in all GCCC countries was a significant predictor of having a need for uniqueness, as well as indulgence. Power distance had a positive relationship with the need for uniqueness while indulgence had a negative relationship with the need for uniqueness. For other dimensions, findings indicated that long term vs short term orientation, masculinity, uncertainty avoidance, and individualism were not significant predictors leading to uniqueness. Additionally, the important construct for uniqueness among GCCC consumers is unpopular choice followed by avoiding similarity. Creative choice is less important among the three constructs of uniqueness for GCCC participants. 

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