International Business and National Culture: A Literature Review and Research Agenda

This literature review analyzes leading international business and management journals from 2000 to 2012 in order to explore the role of national culture in international business research. Through the analysis of the 265 selected articles, the study thematically maps the field and identifies research challenges and opportunities. It reflects on avenues for future research related to both thematic and methodological issues, among them: research focused on the impact of the home/host national culture on internationalization processes (as existing literature mainly focuses on cultural distance); the role to be played by new theoretical frameworks; and the need to consider cultural positions and cultural friction rather than traditional cultural distance when analyzing internationalization decisions.     

Safety sans Frontières: An International Safety Culture Model

The management of safety culture in international and culturally diverse organizations is a concern for many high‐risk industries. Yet, research has primarily developed models of safety culture within Western countries, and there is a need to extend investigations of safety culture to global environments. We examined (i) whether safety culture can be reliably measured within a single industry operating across different cultural environments, and (ii) if there is an association between safety culture and national culture. The psychometric properties of a safety culture model developed for the air traffic management (ATM) industry were examined in 17 European countries from four culturally distinct regions of Europe (North, East, South, West). Participants were ATM operational staff (n = 5,176) and management staff (n = 1,230). Through employing multigroup confirmatory factor analysis, good psychometric properties of the model were established. This demonstrates, for the first time, that when safety culture models are tailored to a specific industry, they can operate consistently across national boundaries and occupational groups. Additionally, safety culture scores at both regional and national levels were associated with country‐level data on Hofstede's five national culture dimensions (collectivism, power distance, uncertainty avoidance, masculinity, and long‐term orientation). MANOVAs indicated safety culture to be most positive in Northern Europe, less so in Western and Eastern Europe, and least positive in Southern Europe. This indicates that national cultural traits may influence the development of organizational safety culture, with significant implications for safety culture theory and practice.     

National cultures and safety orientation: A study of seafarers working for Norwegian shipping companies

Up to now, little work has been conducted on safety in relation to national culture. This paper examines the association between national culture and the safety orientation of seafarers on Norwegian-owned vessels. Safety orientation is the result of cultural, organizational, and contextual factors that create attitudes and behaviours that in turn influence safety. In this study a safety culture/orientation questionnaire was designed and used to determine risk and safety characteristics. Survey data was collected from 2,558 seafarers from 27 countries. The sample used consisted of seafarers from the 10 countries for which there were more than 10 respondents. Five national (cultural) characteristics were calculated using Hofstede's Value Survey Model 94. Multivariate analysis of variance revealed that (a) the number of nationalities represented on a vessel was related to their attitude towards safety issues, such that two-nation vessels obtain relatively negative scores regarding these issues, and (b) national culture was related to safety culture, such that high power distance, high uncertainty avoidance, and high individualism were positive for safety. The implications of these findings for practice and future research are discussed.     

Country differences in the relationship between leadership and employee engagement: A meta-analysis

Leadership is frequently related to important organizational outcomes such as follower engagement. However, to date we have little insight into the degree to which this relation is contingent upon (a) types of leadership style and (b) national culture. These two issues are addressed in a meta-analysis of 209 independent (257 effect sizes), mainly cross-sectional studies (79%), involving 82,386 participants from 45 countries. The findings show that whereas abusive supervision was negatively associated with work engagement, several leadership styles (e.g., servant, empowering, ethical, and charismatic leadership) have positive correlations with subordinate engagement; some dimensions of national culture (e.g., gender egalitarianism, human orientation, performance orientation, future orientation, and power distance) moderate the leadership–employee engagement relationship. However, the correlations between servant, ethical, and transactional leadership and subordinate engagement are less likely to vary across national cultural characteristics. Notwithstanding the proliferation of leadership–employee engagement literature with more than 200 published articles, a strong reliance on cross-sectional designs have impeded it to gain any solid conclusions about causality due to endogeneity biases. We conclude by providing a detailed future research agenda and discussing how our results can stimulate future leadership research and inform practices with regards to leader development.     

Decision Sciences Research in China: A Critical Review and Research Agenda—Foundations and Overview*

This article focuses on decision sciences research in China, providing an overview of current research and developing a foundation for future China‐based research. China provides a unique research opportunity for decision sciences researchers, owing to its recent history, rapid economic development, and strong national culture. We examine recent economic reforms and their impact on the development of research questions in the decision sciences, as well as discuss characteristics of the diverse regions in China and their potential as sites for various types of research. We provide a brief overview of recent China‐based research on decision sciences issues relating to national culture, supply chain management, quality management, production planning and control, operations strategy, and new product development and discuss some of the unique methodological challenges inherent in China‐based research. We conclude by looking forward to emerging research opportunities in China.     

如何应用国家文化原型实现品牌的国际化传播——基于中国品牌海外社交媒体广告的多案例研究

本文基于中国品牌海外社交媒体广告的多案例研究,深入探讨了基于国家文化原型的品牌国际化传播策略,并检验了不同应用策略在不同情景下消费者反应的差异。研究表明:(1)国家文化原型资源可以根据文化层次和文化类属分为4种不同的组合方式,相应地,品牌文化原型应用策略也可分为工具性审美、差异化表现、目标消费者认同、全球共识意义获取四种类型;(2)东道国类型(文化距离近vs.远)、企业国际化发展阶段(初期vs.快速发展期)以及企业的传播诉求(产品vs.品牌)会对不同应用策略的传播效果产生影响。本研究不仅丰富了品牌国际化的研究成果,还可为新兴市场企业如何应用国家文化原型助力品牌的国际化传播提供指导和借鉴。     

Place, Culture, and the Social Amplification of Risk

This article investigates the role of culture in the social production of risks and risk communication surrounding industrial development in a region located at a rural-urban interface. A case study examined a public consultation that was undertaken to inform local residents about an eco-industrial development proposal being planned near Edmonton, Alberta, Canada. The research employed the social amplification of risk framework (SARF) to examine the relationships among culture, place, and socially constructed risk. A total of 44 in-depth, semi-structured interviews were carried out with 33 landowners (farmers, acreage owners), public officials (municipal politicians, administrators), journalists, and industry representatives. Analysis revealed that risk communication occurred in relation to situated experiences of place that were based on conflicting cultural worldviews. The research shows that place is a useful component of the SARF, providing a spatial explanation for why some people amplify, and others attenuate, risks in locally contentious environmental debates.     

中澳企业员工离职与激励认知的跨文化比较研究

将HOFSTEDE提出的国家文化理论运用到人力资源管理中进行实证检验,对中国和澳大利亚两国企业员工的离职和激励行为背后的文化影响进行了分析研究。研究分析显示,相比澳大利亚企业员工,中国企业员工的离职倾向较低;可选择工作机会的主观感知对中国企业员工离职倾向的影响较小;中国企业员工认为职业发展是较重要的激励因素,而澳大利亚企业员工认为工作本身是较为重要的激励因素。研究结果表明,国家文化理论提出的5个文化差异维度中的"权利距离"、"不确定性规避"和"长期取向",在中澳两国企业员工的离职和激励问题上基本得到印证。     

The performance evaluation of regional R&D investments in China: An application of DEA based on the first official China economic census data

R&D (Research and Development) activities represent the basic core of corporate science and technology activities, and play a crucial role in enhancing the ability of companies to achieve rapid and sustainable growth. In recent years, the total R&D investments in China have increased significantly and the proportion of the industrial investments in R&D activities relative to national R&D investments has increased rapidly. In order to investigate the effectiveness of these R&D investments, we utilize Data Envelopment Analysis (DEA) models to evaluate the relative efficiencies of 30 regional R&D investments using the First Official China Economic Census Data in 2004. Our investigation and study indicate the following: (1) Only six provinces are global technical efficient and the performance of regional R&D investments in China needs to improve dramatically. (2) Increasing returns to scale have not yet occurred in any province. Constant returns to scale have prevailed in most provinces in the Western region, and decreasing returns to scale have prevailed in most provinces in the Eastern and Central regions. (3) There are no direct relationships between global technical efficiency and the amount of R&D investment. The Western region has the highest average radial efficiency score, followed by the Eastern region, and then by the Central region. (4) The Eastern region has advantages in local technical efficiency, the Western region has advantages in scale efficiency, while the Central region has neither technical efficiency advantages nor scale efficiency advantages. Suggestions are proposed to improve efficiencies of regional R&D investments.     

Regional Cultural Differences and Ethical Perspectives within the United States: Avoiding Pseudo‐emic Ethics Research

National cultures are often described as if they were homogeneous in spite of notable regional differences. As one example, there are significant differences between two distinct regions of the United States, Hawaii and Florida. This study provides a platform to exemplify a more regionally aware position for cultural and ethics research. Using select Hofstede cultural dimensions, regional differences were found in relation to both collectivism/individualism and uncertainty avoidance. The Hawaii sample had higher levels of collectivism and uncertainty avoidance, demonstrating unique regional‐cultural patterns within the United States. Regional samples were examined for potential differences in their general perception of what constitutes ethical business practice. While honesty appeared as a key trait across samples, significant differences emerged in the magnitude of importance between samples for integrity (which was more significant for the Hawaii sample) and loyalty (which was more significant for the Florida sample).     

Culture and leadership: women in nonprofit and for-profit leadership positions within the European Union

Research has shown that women commonly hold positions of leadership within nonprofit organizations, while men typically hold the leadership positions within for-profit organizations. However, little research on women's leadership roles has been conducted within European Union countries. The purpose of this article is to examine women's leadership positions within nonprofit and for-profit organizations within the European Union and, using Hofstede's Cultural Dimensions Theory, to further investigate a potential correlation between national culture and female leadership. Fifty-one companies were examined based on type, country characteristics and gender dominance. A significant difference was found between organization type (nonprofit/for-profit) and organizational dominance (masculine/feminine). The findings suggest that the European Union has patterns of gendered leadership positions similar to patterns found previously in the USA. However, countries that were characterized as feminine had more than expected nonprofit organizations, while masculine countries had more for-profit organizations.     

The influence of national culture and institutional voids on family ownership of large firms: A country level empirical study

There is considerable variation across countries in both the extent to which large publicly listed firms are family-owned and the dominance of such family-owned firms in stock markets. The literature presents competing theoretical viewpoints on what influences such country-level variation. On one hand, institutional economists suggest that institutional voids can have a strong influence. On the other hand, cultural sociologists suggest that a country's culture can have a strong influence. One type of institutional void is a lack of institutional norms and regulations needed for monitoring contracts (which can discourage owners from hiring professional agents for top management positions in their firms) and another type of institutional void is a lack of financial credit availability in the country. Cultural dimensions include collectivism (i.e. cohesion within in-groups/families) and power distance (i.e. inequalities in society). This country-level empirical study suggests that both national culture and institutional voids influence family ownership patterns around the world, and that institutional voids moderate the influence of national culture. National culture has a stronger influence when a country has institutional voids; however, the influence of national culture weakens when institutional voids are overcome.     

Competitive Goals and Plant Investment in Environment and Safety Practices: Moderating Effect of National Culture

Operations managers clearly play a critical role in targeting plant‐level investments toward environment and safety practices. In principle, a “rational” response would be to align this investment with senior management's competitive goals for operational performance. However, operations managers also are influenced by contingent factors, such as their national culture, thus creating potential tension that might bias investment away from a simple rational response. Using data from 1,453 plants in 24 countries, we test the moderating influence of seven of the national cultural characteristics on investment at the plant level in environment and safety practices. Four of the seven national cultural characteristics from GLOBE (i.e., uncertainty avoidance, in‐group collectivism, future orientation and performance orientation) shifted investment away from an expected “rational” response. Positive bias was evident when the national culture favored consistency and formalized procedures and rewarded performance improvement. In contrast, managers exhibited negative bias when familial groups and local coalitions were powerful, or future outcomes—rather than current actions—were more important. Overall, this study highlights the critical importance of moving beyond a naïve expectation that plant‐level investment will naturally align with corporate competitive goals for environment and safety. Instead, the national culture where the plant is located will influence these investments, and must be taken into account by senior management.     

Managers in the NAFTA countries: A cross-cultural comparison of attitudes toward upward influence strategies

This paper presents a cross-cultural comparison of U.S., Canadian-Anglophone, Canadian-Francophone, and Mexican managers' attitudes toward upward influence strategies. Generally, it was found that all four groups have similar perspectives in terms of the relative acceptability of various influence strategies. However, examination of absolute ratings of influence behaviors suggests that Canadian-Francophones could serve as a cultural “linking-pin” along a continuum anchored by Anglo cultures at one end and the Latin-American culture of Mexico at the other. Implications for cross-cultural interactions within the NAFTA region are discussed.     

Determinants of foreign ownership in international R&D joint ventures: Transaction costs and national culture

In this study, we integrate the transaction costs economics and national culture perspectives by examining the determinants of foreign equity ownership in international R&D joint ventures. Specifically, we focus on the impact of different uncertainty dimensions–environmental and behavioral–on the share of equity that multinational enterprises take in their overseas R&D joint ventures. We further investigate the roles that two national culture components–power distance and uncertainty avoidance–play in this process. Using 543 international R&D joint venture announcements by foreign enterprises in China, India, Japan, and the United States during the period of 1985 to 2004, our results provide support for both transaction costs economics and the national culture perspectives.     

IT服务企业中文化对知识共享与创新行为关系的影响

在全球一体化进程加速、IT服务企业员工文化价值取向趋于多元化的背景下,有必要了解员工文化观念对企业的影响。本文研究员工的集体主义观念和权力距离观念对IT服务企业中知识共享与创新行为之间关系的影响。在北京、西安的具有不同文化特色的IT服务企业进行问卷调查,收集了484份问卷,运用SPSS及SmartPLS进行数据分析。研究结果表明:员工的集体主义观念增强时,知识共享对创新行为的影响会增加;权力距离增大时,知识共享对创新行为的影响会减弱。对实践的启示是:管理者应培养、提高员工的集体主义文化价值观;根据公司的企业文化特色,区分对待员工权力距离对知识共享与创新行为之间关系的影响作用。     

The moderating effects of corporate and national factors on lean projects barriers: a cross‐national study

Abstract

Despite companies’ efforts to develop lean thinking in their industrial context, the implementation of many lean projects has not been consistently successful, often resulting in delay, failure, abandonment or rejection. Whereas some authors emphasised that company characteristics, like the product demand profile, are significant factors in lean projects, other studies analysed the impact of national culture. This paper aims to study the combined effect of various factors related to national culture and company characteristics of lean implementation barriers in order to determine whether the environmental context in which the company operation can affect the outcome of lean project implementation. A survey has been conducted to collect information about companies of various sizes (small–medium–large) in all industry fields. Data from companies, including manufacturing firms, in 23 different countries, were analysed in depth by a combination of Association Rules and Network Analysis. The results show that some national culture dimensions, such as Performance Orientation and Gender Egalitarianism, influence lean management success and help to maintain a lean culture. Maintaining a lean culture is even more critical than developing it. Furthermore, if the implementation of lean practices is an arduous task for large organisations, it becomes even greater for SMEs. Other cultural factors of individuals such as Uncertainty Avoidance, Future Orientation and Institutional Collectivism also help to support a lean culture and overcome human and cultural barriers.     

Organisation of new product development in Asia and Europe: results from Western multinationals R&D sites in Germany,India, and China

From research on Western new product development (NPD) practices a rich body of literature has emerged. However, the impact of country specific and cultural influences has not been examined in this context yet. This study is a first attempt to identify differences in NPD practices between Research and Development (R&D) subsidiaries in Germany, China and India within multinational companies. Data has been generated by qualitative interviews with R&D executives in those countries across multiple cases. The study samples strategic, organizational and operational aspects indicates definite differences in process coordination, rewarding systems, market orientation and the average age of NPD teams. Other aspects like strategic targets, the management involvement, etc. show rather slight differences across the countries. Hence, findings suggest that while some aspects are universally applicable across cultural frontiers, Western companies have to understand different expectations regarding NPD in India and China by adjusting practices accordingly.     

National culture and organisational culture in lean organisations: a systematic review

Despite the extensive literature suggesting that culture plays a key role in lean implementations, no previous review has focused on the topic. This study is a systematic review of the literature that synthesises over two decades of publications according to the levels of national culture (NC) and organisational culture (OC) and maps which cultural dimensions foster or hinder lean implementation. In terms of NC, this study shows that Japanese cultural traits might hinder lean, such as masculinity and power distance, hence avoiding the over simplification that lean is a country-specific management approach. In terms of OC, the literature review unveils a lack of consensus and underlines two paradoxes, namely the co-existence of both process and result-focused orientations and both normative and pragmatic approaches. This review ultimately offers a relevant agenda for lean research as well as a guide for managers who face the challenge of implementing and sustaining lean in their organisations.     

Understanding crisis and crisis management: an Indian perspective

This study explored individual perceptions of the concept of crisis and the strategies used to manage crisis events. Situated in the national Indian cultural context, this exploratory qualitative study addressed three questions: How do individuals from the Indian national culture define a crisis? How do individuals from the Indian national culture manage a crisis? What impact does the Indian national culture have on individual approaches to crisis management? Interview data were collected from 66 Indian participants with a focus on critical incidents related to crises. The findings from a thematic analysis revealed that, despite sharing the same national cultural heritage, the participants perceived crises very differently, and their approaches to crisis management could be classified into three categories: fighting, compromising, and avoiding. Further, culture influenced the strategies participants adopted to manage their perceived crises, and national cultural norms that bound the society were given the utmost importance by the participants.