A comparative study of UK and Taiwanese chemical plant managers

Vickers, David Andrew

doi:10.1108/ccm-02-2012-0016

Cited by 6 publications

(2 citation statements)

References 37 publications

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“…Research has demonstrated that management systems within global organizations do not perform similarly across different national contexts (Den Hartog and Verburg, 2004;DiMaggio and Powell, 1983;Lawrence and Lorsch, 1967;Soin and Scheytt, 2006;Vickers, 2013). Understanding the relationship between site-specific contextual and institutional factors that affect OP remains a formidable challenge for globally oriented academicians and practitioners (Weerakkody et al, 2009).…”

Section: Organizational Behavior Varies By Contextmentioning

confidence: 99%

National context and organizational performance across three sectors

Gilbert

Glinow

2015

Cross Cultural Management

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Purpose – The purpose of this paper is to analyze the effects of diffusional pressures as they relate to organizational performance (OP) across public, private, and not-for-profit sectors in two different national contexts. Design/methodology/approach – A review is conducted of institutional forces in the environment of two nations; one highly developed and the other developing to identify isomorphic pressures in each of the countries. An organizational performance assessment (OPA) tool is used to analyze the differences in the performance of the three sectors in the two national contexts identified. The research relies on Pearson correlation, exploratory factor analysis, confirmatory factor analysis, and MANCOVA statistical applications to validate the assessment instrument and shed light on differences across nations and sectors that can be attributed to organizational diffusion as a result of institutional pressures that exist in the countries in which the organizations are embedded. Findings – The findings indicate there is greater need to adapt to local ways of doing things when working cross-nationally within developing countries than with those that are developed where management practices are more alike than dissimilar. The results of the study suggest that when managing organizations cross-nationally, in the more developed nations organizations will perform more effectively and more alike than when working with organizations in less developed countries where the conditions for the diffusion of organizational practices are weaker. Research limitations/implications – The research focussed on two countries for comparative purposes. Due to sampling limitations, the findings are more relevant to the sectors the authors studied within countries than between the countries per se. It is recommended further research be conducted using larger samples across many national cultures. While relying on broad societal institutional dynamics, the study design does not permit the analysis of the effects of specific contextual characteristics on OP. Such an undertaking is undoubtedly a “next step” that the authors recommend. Practical implications – The extant literature finds that managing systems cross-nationally requires adaptation to local national contexts. Where there is less economic and technological development, less opportunity for free market competition (capitalism), educational opportunities, and shared standards from which the performance of organizations are judged, the more unlikely organizations will employ commonly applied management practices. A new tool is introduced that can be used to further research on OP cross-nationally. Originality/value – The study provides empirical evidence to demonstrate that in nations where stronger diffusional pressures exist, fewer differences will be found among the performance of the three sectors. Additionally, the effectiveness of organizations in these national contexts will be greater. While research among the three sectors has identified performance differences, such differences are less likely to be discernible in developed nations due to isomorphic pressures. The study is especially relevant to those who manage global organizations cross-nationally. It introduces a new tool to measure OP across national boundaries.

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Section: Organizational Behavior Varies By Contextmentioning

confidence: 99%

National context and organizational performance across three sectors

Gilbert

Glinow

2015

Cross Cultural Management

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“…This review is based on "A comparative study of UK and Taiwanese chemical plant managers" by Vickers (2013). Using a behavioral event interviewing technique, he compares the competencies of managers in both countries who all work for the same organization.…”

Section: Commentmentioning

confidence: 99%

Competency models and culture

2015

Human Resource Management International Digest

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2012),"Development and validation of a customized competency-based questionnaire: Linking social, emotional, and cognitive competencies to business unit profitability", CrossIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Considerable work needs to be done to develop the competency framework to be used in a cross-cultural or universal fashion.

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Hospitality, Tourism, and Events Industry Competency Model: Human Resource Management Implications

Friedman

2019

Strategic Innovative Marketing and Tourism

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A comparative study of UK and Taiwanese chemical plant managers

Cited by 6 publications

References 37 publications

National context and organizational performance across three sectors

National context and organizational performance across three sectors

Competency models and culture

Hospitality, Tourism, and Events Industry Competency Model: Human Resource Management Implications

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