Cross Cultural Analysis of Direct Employee Participation: Dealing With Gender and Cultural Values

Valverde-Moreno, Marta; Jiménez, Mercedes Torres; Lucia–Casademunt, Ana María; Muñoz-Ocaña, Yolanda

doi:10.3389/fpsyg.2019.00723

Cited by 5 publications

(15 citation statements)

References 64 publications

(82 reference statements)

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“…In this sense, the supervisor plays a vital role in the promotion of employee participation, because in an environment of trust, employees are willing to give the best of themselves, including working autonomously, making decisions over their immediate tasks, and participating in decision making regarding organizational matters. In light of this finding, this research indicates that the role of supervisors is likely to promote PDM in European organizations, which is consistent with previous studies [18]. At the meso level, the variables of ownership and size are also close to PDM.…”

Section: Discussionsupporting

confidence: 91%

“…In line with these approaches, a manager will determine if an employee is only informed of or involved in the decision-making process. Although this positive relationship was studied previously [18], the current study explored whether this link occurs in terms of the scope. This leads to the proposition that there exists a positive relationship between PSS and employee participation at all its levels: Hypothesis 1 (H1).…”

Section: Micro Level: Perceived Supervisor Supportmentioning

confidence: 99%

“…The second component, directly associated with the ability of workers to organize their own work (e.g., methods, speed of work, order of task), explains the remaining 27% of the variance. Therefore, it seems that while the first component has a higher strategic implication, the second component is more operative [18]. Therefore, these two measures could represent organizational and operational employee participation.…”

Section: Dependent Variablementioning

confidence: 99%

“…Perceived Supervisor Support (PSS): This variable is constructed from six questionnaire items that form a derived indicator of perceived supervisor support [18]. Questions were related to respect, encouragement, support, help, etc., received from the boss.…”

Section: Independent Variablesmentioning

confidence: 99%

“…In addition to employees' characteristics that have traditionally been studied as predictors of PDM (such as age, education, etc. ), this research has added the impact of perceived supervisor support (PSS) on employee participation, which has been previously demonstrated to influence PDM [18]. Perceived supervisor support (PSS) indicates that managers value contributions from employees [19,20], which is the basis for promoting innovative workplaces.…”

Section: Introductionmentioning

confidence: 99%

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Do National Values of Culture and Sustainability Influence Direct Employee PDM Levels and Scope? The Search for a European Answer

et al. 2021

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The dynamic development of the global economy has led to the creation of agile and innovative organizations that need to adapt rapidly to new challenges. For that reason, organizations need to make decisions that help them face uncertain situations and be successful. Research has demonstrated that employee participative decision making (PDM) promotes more innovative, flexible, and sustainable organizations. The present paper examines organizational, cultural, and sustainable factors to discover how these variables affect PDM in the European context. For this purpose, this study focuses on two main objectives: (1) analyzing the impact of a country’s cultural and institutional values (macro level), beyond individual and organizational characteristics (micro and meso levels), on the adoption of PDM in the European context and (2) differentiating among the types of decisions for which employee participation is considered (operational or organizational). To attain these goals, three hierarchical fitted regression models were fitted using data based on the Sixth European Working Conditions Survey (EWCS) and complemented with information from Hofstede’s dimensions, whose scores are obtained from 2010 Hofstede database, and institutional values from the 2015 World Competitive Yearbook (WCY). Results demonstrate that some cultural values are significant for PDM and that sustainability is related to employee participation at the general and operational levels. This allows the conclusion that organizations located in countries with greater sustainability awareness are also those that promote employee participation the most.

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Section: Discussionsupporting

confidence: 91%

Section: Micro Level: Perceived Supervisor Supportmentioning

confidence: 99%

Section: Dependent Variablementioning

confidence: 99%

Section: Independent Variablesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Do National Values of Culture and Sustainability Influence Direct Employee PDM Levels and Scope? The Search for a European Answer

et al. 2021

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Participative decision-making amongst employees in a cross-cultural employment setting: evidence from 31 European countries

Valverde-Moreno

Jiménez

Lucia–Casademunt

2020

EJTD

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Purpose There is a growing consensus among human resources researchers and professionals that a participative environment can enhance job satisfaction, commitment, employee motivation and productivity. Moreover, globalization has caused that organizations operate in a huge number of culturally diverse countries. Studies suggest that understanding national culture as a prerequisite to implementing management initiatives such as employee participation in decision-making (PDM) acquires special interest. Therefore, the purpose of this study is to investigate the influence of cultural values on PDM in European organisations. The fulfilment of this purpose entails the following specific objectives: to measure the level of PDM in each European country; to examine the relationship between the six cultural dimensions proposed by Hofstede in 2010 (power distance, uncertainty avoidance, individualism/collectivism, masculinity/feminity, long term/short term and indulgence) and the PDM level of the organisations studied; and to define the national cultural profile of organisations that promote PDM the most and those that do the least. Design/methodology/approach One factor analysis were applied to test the proposed hypotheses on a sample of almost 25,000 workers in 31 European countries (from the 6th European Working Conditions Survey) to identify direct employee PDM corresponding to each organisation included in the sample. Multiple linear regression was performed to test the hypotheses about the relationship between PDM and Hofstede culture values. Previously, a correlation analysis was performed between the independent variables of the regression model to examine the possibility of bias in coefficient significance tests because of multicollinearity. Finally, it presented a ranking of the analysed countries according to their PDM, including the value of their cultural dimensions. This information could be used to define the cultural profile of European participative countries. Findings The findings advance our understanding of how culture influencing on employee PDM in European organisations. Indulgence and masculinity are the most influent cultural dimensions. Moreover, results provide the cultural profile of those European countries that promote PDM the most and the least. Research limitations/implications The research is based only on the perceptions of workers about their PDM but does not consider the managers’ opinion. Moreover, the document analyses the national culture as a single value shared by all the inhabitants of a country without considering the subcultures existing in it. Furthermore, future research should be conducted to analyse the influence of other conditions (such as activity sector, company size and owner public or private) on PDM–culture relationship. Practical implications This study can be aid to managers in understanding the cultural profile of the country where their companies operate and the cultural differences between their employees. In this manner, they could implement the appropriate practices to promote the direct participation of employees in decision-making. Originality/value To broaden the knowledge, this is the first study investigating PDM across six cultural dimensions. The globalized and international business environment generates new challenges to multinational organizations that could pursue to increase direct PDM to get its benefits (a higher efficiency, performance, motivation, commitment and loyalty by the employee) in culturally diverse societies. The cultural values of the countries where organizations are located affect direct employee PDM. In particular, in this study, this occurs primarily with the variables masculinity, long-term orientation and indulgence. Moreover, this is a finding of high relevance because there is no empirical evidence in the effect of indulgence and long-term orientation on PDM because they were added later to Hofstede’s values.

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Open strategy: what is the impact of national culture?

Adobor

2021

MRR

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Purpose This paper aims to argue that national cultural context variables influence open strategy formation processes. This study suggests that country-specific differences may influence open strategy, a form of strategic decision-making and present propositions linking national culture dimensions, national trust orientation and open strategy. Design/methodology/approach The conceptual framework links the literature on Hofstede’s cultural dimensions to the open strategy paradigm. This paper adopts a contingency approach linking national culture to open strategy. Findings The theoretical arguments demonstrate that uncertainty avoidance, time orientation, power distance, individualism versus collectivism and national trust culture all have a moderating influence on the antecedents and outcomes of open strategy. The findings extend the external validity of the open strategy paradigm and show that a culture-bound explanation of open strategy may be useful to the understanding of open strategy. Practical implications The findings highlight the challenges and opportunities that managers face when they adopt open strategy processes in multinational settings and across different cultures. Managers need to be aware that national cultural variables affect how employees behave and how they are likely to act when faced with opportunities for inclusion, shared decision-making and transparency. The findings suggest that training employees ahead of time on the cultural effects of their behavior may aid the successful adoption of open strategy in different cultures. Originality/value This manuscript to our knowledge, maybe one of the first to make a direct link between openness and national cultural values. In the process, the conceptual framework extends research on the role of context on openness, as well as research at the nexus of cross-cultural issues and strategic decision-making.

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Cross Cultural Analysis of Direct Employee Participation: Dealing With Gender and Cultural Values

Cited by 5 publications

References 64 publications

Do National Values of Culture and Sustainability Influence Direct Employee PDM Levels and Scope? The Search for a European Answer

Do National Values of Culture and Sustainability Influence Direct Employee PDM Levels and Scope? The Search for a European Answer

Participative decision-making amongst employees in a cross-cultural employment setting: evidence from 31 European countries

Open strategy: what is the impact of national culture?

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