Participative leadership and the organizational commitment of civil servants in China: The mediating effects of trust in supervisor

The present study examines whether participative leadership engenders organizational commitment amongst Chinese civil servants and analyses the mechanisms by which it transmits its effects. Confirmatory factor analysis and structural equation modelling revealed that there was a significant relationship between supervisor-level participative leadership and the affective and normative commitment of subordinates, but no relationship with continuance commitment. Affective trust was also identified as the mediator variable underlying the relationship between participative leadership and organizational commitment. We show that participative leadership of supervisors elicits higher levels of trust and leads subordinates to reciprocate through exhibiting higher levels of organizational commitment. Our study also reveals that Chinese civil servants who accept an unequal distribution of power between supervisors and subordinates typically exhibit lower levels of affective and normative commitment to the organization than those who do not. Our results provide greater support for the deepening of administrative reforms and the dissemination of participative leadership practices in China's new civil service system. © 2013 British Academy of Management.

A competência essencial do BOPE: uma análise exploratória

Este trabalho de pesquisa tem como objetivo identificar os fatores críticos determinantes para a construção da competência essencial do BOPE, o Batalhão de Operações Policiais Especiais da Polícia Militar do Estado do Rio de Janeiro, uma equipe de alto desempenho com forte autonomia atuando em cenários de alta incerteza. Apresentamos os resultados de um estudo realizado nesta unidade. Conduzimos a pesquisa utilizando métodos qualitativos, com historiografia oral, através de entrevistas em profundidade. Nossos resultados apontam para fatores como liderança, seleção, treinamento, confiança mútua e baixo distanciamento de poder, como críticos e explicativos na construção da competência essencial do BOPE.

Estudo sobre a cooperação informal em uma equipe de operações especiais: aprofundando a análise da confiança e seus antecedentes no BOPE

O objetivo deste trabalho foi aprofundar a compreensão do modelo de coordenação informal no Batalhão de Operações Policiais Especiais da Polícia Militar do Estado do Rio de Janeiro - BOPE/RJ, uma unidade policial de operações especiais. Numa primeira etapa, conduzimos uma análise bibliográfica e documental sobre a confiança e seus antecedentes, tomando como base estudos anteriores realizados nesta unidade. Posteriormente, realizamos uma análise quantitativa, utilizando um banco de dados existente, fruto de esforços de pesquisa anteriores quando foi aplicado um questionário para os policiais desta unidade. Ao final de nossas análises, confirmamos a existência de uma relação direta e negativa entre distância de poder e confiança profissional no líder, ou seja, quanto maior a distância de poder, menor é a confiança profissional no líder. Comprovamos também que, quanto maior a percepção de acessibilidade, confiabilidade e transparência da informação compartilhada com os membros de uma equipe, maior é a confiança pessoal no líder. Além disso, quanto maior a percepção de compartilhamento e delegação de autoridade no processo de decisão do BOPE/RJ maior a confiança pessoal no líder.

Cultural strategies: how do national cultures impact the operations strategy?

Through the assessment of the fourth round of the High Performance Manufacturing (HPM) project and the introduction of Hofstede’s Cultural Classification, the present work aims to deepen the comprehension of the impact of National Cultures on firms’ Operations Strategy. The ANOVA comparisons of four Operations Strategy elements in countries with different industrialization and development backgrounds (e.g. Germany, China, Brazil and South Korea) suggest that while Integrating Leadership and Implementation of Manufacturing Strategy are affected by the cultural levels of Power Distance, Individualism vs. Collectivism and Uncertainty Avoidance, the other two elements of Operations Strategy, Functional Integration and Formal Manufacturing Strategy, show effects of the degree of Individualism vs. Collectivism and Long-Term Orientation. The results of the study are expected to offer new perspectives on the planning and implementation of strategic and operations management for both practitioners and academics. More specifically, the analysis of cross-cultural influence over operations strategy may contribute to a better understanding of how cooperative behavior may lead firms to generate higher rents through the strengths and weaknesses of their relations, particularly in terms of global supply chains.

Changing cultural clusters: A research note. ACES Working Papers, August 2009

The purpose of this research note is to investigate the changing cultural clusters that emerged between the studies of Hofstede (1970s) and GLOBE (1990s) using similar measures and overlapping countries. Our study analyzes the world's cultural clusters using two seminal and comparable cultural classifications: Hofstede and GLOBE. Four common cultural dimensions are empirically examined: individualism, power distance, uncertainty avoidance, and masculinity. We use two leading methods from cluster analysis and display data in both dandrograms and pie chart forms showing the grouping of countries. Our results suggest diverging cultural typologies that transcend geography, language, and religion. Countries are engaged in selective cultural borrowing that leads to new and changing global cultural structures.

An international study on the impact of cultural factors on the prevalence of family-owned firms. ACES Working Papers, August 2010

A key question in international corporate governance is why certain in ownership types are prevalent in different countries around the world (La Prota et al., 1999). In this study, we provide an answer for the prevalence of the family-owned firms in 42 countries by examining key characteristics of culture. We show that family-ownership is positively correlated with power distance (PD), in-group collectivism (CI) and, insignificantly, with uncertainty avoidance (UA). Our study makes a contribution to the field since previous research used religion and language as umbrella constructs for culture, while we pinpoint specific cultural dimensions.

The Impact of Individual-Level Cultural Perceptions on Entrepreneurial Behavior

Entrepreneurial intention scholars have increasingly been investigating the link between entrepreneurial intentions and behaviour. While a solid empirical link has been confirmed, there is still a lack of in-depth theorizing about the underlying conceptual mechanisms. We address this gap by arguing that individual-level perceptions of cultural practices moderate the relationship between entrepreneurial intentions and behaviour. Investigating a longitudinal sample of 1’511 individuals from 13 countries reveals negative moderation effects of perceptions of power distance and collectivism in society and thus confirms our theorizing. This study provides valuable contributions to literatures of entrepreneurship and international business.

Demographic effects on the use of vertical sources of guidance by managers in widely differing cultural contexts

Data provided by 7380 middle managers from 60 nations are used to determine whether demographic variables are correlated with managers’ reliance on vertical sources of guidance in different nations and whether these correlations differ depending on national culture characteristics. Significant effects of Hofstede’s national culture scores, age, gender, organization ownership and department function are found. After these main effects have been discounted, significant although weak interactions are found, indicating that demographic effects are stronger in individualist, low power distance nations than elsewhere. Significant non-predicted interaction effects of uncertainty avoidance and masculinity-femininity are also obtained. The implications for theory and practice of the use of demographic attributes in understanding effective management procedures in various parts of the world are discussed.

Relationship between organisational justice and employee outcomes:a cross-national study

This study examined the influence of organizational justice perceptions on employee work outcome relationships as moderated by individual differences that are influenced by societal culture. Power distance, but not country or individualism, moderated the relationships between perceived justice and satisfaction, performance, and absenteeism. The effects of perceived justice on these outcomes were stronger among individuals scoring lower on power distance index, and most of these study participants were in the U.S. (versus Hong Kong) sample. Limitations of the study and the implications of the findings for managing cross-culturally are discussed.

Perceptions of earnings management:the effect of national culture

Manipulating, or "managing," reported earnings is a temptation faced by every accountant and corporation around the world. This study investigates whether national culture influences perceptions of the acceptability of earnings management. Participants from eight countries evaluated 13 vignettes describing various earnings management practices (Merchant & Rockness, 1994). Our results demonstrate considerable variation in perceptions across nations to the earnings management scenarios, providing strong evidence that the practice of earnings management was not perceived similarly in all countries. Using Hofstede’s (1991) cultural indices, we find that the differences in aggregate perceptions across countries were not closely associated with any of the cultural dimensions examined. We do, however, find that perceptions of earnings manipulations involving the timing of operating decisions were associated with both the Power Distance Index and the Masculinity Index.

I don't see me like you see me, but is that a problem? Cultural influences on rating discrepancy in 360-degree feedback instruments

360-degree feedback from a variety of rater sources yields important information about leaders' styles, strengths and weaknesses for development. Results where observer ratings are discrepant (i.e., different) from self-ratings are often seen as indicators of problematic leadership relationships, skills, or lack of self-awareness. Yet research into the antecedents of such self-observer rating discrepancy suggests the presence of systematic influences, such as cultural values. The present study investigates the variation of rating discrepancies on three leadership skills (decision making, leading employees, and composure) in dependence of one exemplary culture dimension (power distance) on data from 31 countries using multilevel structural equation modelling. Results show that cultural values indeed predict self-observer rating discrepancies. Thus, systemic and contextual influences such as culture need to be taken into consideration when interpreting the importance and meaning of self-observer rating discrepancies in 360-degree instruments.

The impact of national cultures and interpersonal factors on managerial communication

This study was undertaken for two primary purposes. The first was to discover whether or not two of the four cultural dimensions depicted by Hof-stede (1980), namely Power Distance and Uncertainty Avoidance, could be repeated using samples from seven organizations operating in three distinct cultural settings. The second was to assess the degree to which these dimensions affect superior-subordinate communication across the culturally-different groups. Also, the impact of the three interpersonal factors: Trust in Superior, Upward Influence and Mobility Aspirations was investigated cross-culturally. Participants were 291 managers from seven organizations; four Sudanese, two white British and an organization in Britain run by a group of British citizens of Pakistani extraction. It was hypothesized that the Power Distance and Uncertainty Avoidance of the three groups would replicate Hof-stede's. Specific implications of these dimensions for organizational communication and in particular for superior-subordinate communication were also hypothesized. Multiple regression analyses were performed with items of the two cultural dimensions and the three interpersonal factors (each in turn) forming the independent variables, while the organizational communication aspects formed the dependent variables. T-tests between means were also used to compare and contrast issues such as directionality of information flow across organizations operating in these settings. Work-related values of each of the three cultural groups provided support for Hofstede's model. However, only tentative support was given to the hypothesized relationships between the cultural dimensions and organizational communication. Similarly, weak associations were found between the three interpersonal factors and superior-subordinate communication behaviour. Some practical and theoretical implications are offered. An evaluation of the study and recommendation for further research are also given.

A study of the relationship between exit, voice, loyalty and neglect and commitment in India

Drawing on exit, voice, loyalty and neglect (EVLN) literature, this study examines direct and interactive associations between organizational-level commitment and team-level commitment and the use of EVLN by managers in India. The study is based on a survey of 200 managers and supervisors from seven Indian firms. The findings on the use of voice are consistent with the past research in Western countries, but challenge the prevailing assumption about the use of voice in high power distance societies. The results also indicate that team-level commitment moderates the association between organizational-level commitment and the use of EVLN.

The role of national culture in advertising's sensitivity to business cycles:an investigation across continents

The authors conduct a systematic investigation into the cyclical sensitivity of advertising expenditures in 37 countries, covering four key media: magazines, newspapers, radio, and television. They show that advertising is considerably more sensitive to business-cycle fluctuations than the economy as a whole. Advertising behaves less cyclically in countries high in long-term orientation and power distance, but it is more cyclical in countries high in uncertainty avoidance. Furthermore, advertising is more sensitive to the business cycle in countries characterized by significant stock market pressure and few foreign-owned multinational corporations. The authors provide initial evidence on the long-term social and managerial losses incurred when companies tie ad spending too tightly to business cycles. Countries in which advertising behaves more cyclically exhibit slower growth of the advertising industry. Moreover, private-label growth is higher in countries characterized by more cyclical advertising spending, implying significant losses for brand manufacturers. Finally, an examination of 26 global companies shows that stock price performance is lower for companies that exhibit stronger procyclical advertising spending patterns.

The influence of organizational and national culture on new product performance

The authors conduct a meta-analysis on the combined influence of organizational and national culture on new product performance. For this purpose, they refer to the effectiveness of value congruency and develop a conceptual model describing the fit between organizational culture types as suggested by the competing values framework and national culture, as described by Hofstede's cultural dimensions. The meta-analysis is based on 489 effect sizes taken from 123 manuscripts. The findings show that organizations with a market culture show the highest new product performance, while hierarchy-type organizations show the lowest performance. The influence of national culture variables supports the effect of value congruency, and shows that in individualistic cultures the impact of a clan culture decreases, the impact of an adhocracy culture type decreases with uncertainty avoidance, and the influence of a hierarchy culture type increases with power distance. The superior effect of a market culture type can be matched by other organizational orientations, but in particular national cultures only. The combined findings underline the importance for firms that seek to improve the success rate of new products on international markets to consider the fit of a national culture with a firm's organizational culture.