Cross-cultural interaction and job satisfaction in cross-cultural organizations: A case study of two Thai companies founded and managed by Chinese people

Li, Xiaoyan

doi:10.20474/jabs-3.6.1

Cited by 9 publications

(14 citation statements)

References 18 publications

(24 reference statements)

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“…Extended to goal-directed behaviors, promotion-focused individuals are preoccupied with ideals for advancement, whereas prevention-focused ones are concerned with duty-bound obligations (Liberman, Idson, Camacho, & Higgins, 1999). In goal pursuits at work, individuals with promotion focus tend to approach advancement by changing the current option with a new and perceivably better alternative, whereas those with prevention focus tend to avoid loss of security by staying with the original option (Liberman et al, 1999;Li, 2017;Scholer, Zou, Fujita, Stroessner, & Higgins, 2010). Hence, it is more likely for promotion-focused employees to consider alternative jobs for advancements and prevention-focused employees to safeguard existing jobs for stability.…”

Section: Theoretical Foundationmentioning

confidence: 99%

Unravelling Paradoxical Effects of Leader-Rated Performance on Follower Turnover Intention: A Regulatory Focus Perspective

Leung¹

2020

Int. j. bus. adm. stud

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This paper explores leader-rated performance as one such situational cue that will affect a follower's promotion focus or prevention focus, which will increase and decrease her/his intention to leave for another organization. The hypotheses were supported with data collected from 133 supervisor-subordinate dyads in a mix of companies in Hong Kong. The findings demonstrate that the stronger the leader-rated performance, the stronger the promotion and prevention focus of followers. Insofar as people in a promotion focus are eager to seek new options for further advancement, and those in a prevention focus are vigilant to safeguard the current option. The study implies that as promotion-focused followers are preoccupied with better options for advancement, leaders should go beyond coaching and feedback and offer increasingly challenging or innovative tasks that demand individual proactivity and creativity. In so doing, promotion-focused employees are provided with more opportunities to satisfy their eagerness to seek escalating successes within the current organization.

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Section: Theoretical Foundationmentioning

confidence: 99%

Unravelling Paradoxical Effects of Leader-Rated Performance on Follower Turnover Intention: A Regulatory Focus Perspective

Leung¹

2020

Int. j. bus. adm. stud

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“…It can limit consumers freedom to get the products they want, causing them to have greater desire to own the products. Scarcity can increase consumers perceived value toward products and opportunity, increase the amount of purchase, decrease the search of other products and result in satisfaction (Li, 2017;Osés-Eraso, Udina, & Viladrich-Grau, 2008). Considering those effects, marketer often strategically create product scarcity to boost sales (Lynn, 1991;Srisangkaew, 2017).…”

Section: Theoritical Overview Perceived Scarcitymentioning

confidence: 99%

The Effects of Perceived Scarcity and Anticipated Emotions on Purchase Intention (A Study on Social Commerce)

Kartika¹

2019

Int. j. bus. adm. stud

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Marketers frequently create product uncertainty to generate consumers purchase intention. Of all marketing moves, scarcity tactics are commonly used by retailers, especially in fast fashion business, to escalate interest and intention to buy. Through a quantitative approach, this research seeks to provide an understanding of how consumers respond to scarcity environment strategically created by retailers and its effects on purchase intention. Data were collected from online and traditional surveys involving 100 women who have shopping experience through social commerce (e-commerce which uses social networking sites to facilitate social interaction between seller and buyer). Finding confirms that human-induced scarcity influences consumers purchase intentions by affecting emotional outcomes. When facing scarcity environment, consumers tend to anticipate some emotions that will further motivate purchase. The anticipated emotions motivating purchase are grouped into two categories, positive emotions of purchase (posAEp) and negative emotions of non-purchase (negAEnp). If consumers have assumptions that purchasing a desired product would generate positive emotions, like satisfaction, they would consider buying the product. On the other hand, their purchase intention increase for the reason that they want to avoid negative emotions as a consequence of missing the product. The emotions elicited by consumers after exposed to scarcity environment are proven to increase purchase intention. Thus, it is suggested that deliberately creating scarcity is able to enhance purchase intention. In addition to providing managers with useful insights into constructing a marketing strategy, from a methodological standpoint this reseach contributes to the consumer and retail literature by elaborating the correlation between perceived scarcity, anticipated emotions and purchase intention.

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“…Likewise, the importance of family businesses in Mexico is evident when observing that approximately nine out of ten companies are family-owned. (Kulman, 1997;Belausteguigoita, 2010;Li, 2017;Willy, 2017).…”

Section: Problem Statementmentioning

confidence: 99%

Organizational Behavior as a Factor of Competitiveness in Family Companies of the Service Sector in Tijuana, B.C., Mexico

Vega-Lopez

Flores-Ortiz

Chávez-Moreno

et al. 2019

HSSR

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Purpose: The present study contemplates an investigation to know the relationship that exists between the organizational behavior as the factor of competitiveness in the familiar companies of the service sector in Tijuana, B.C.; the fact that companies have an organizational climate not only benefits the human resource itself but also the company conjointly as it generates profits, while raising the quality of human resources and forging an organization with strengths that position it into the market as a competitive company Methodology: 168 representative surveys were carried out on the employees of the family service sector companies registered in the Mexican Business Information System (SIEM), corresponding to Tijuana in Baja California, Mexico. The survey was conducted in the last eight months of 2016 and the first four months of 2017. The quantitative research is applied through survey applications, by questionnaires to the employees of family companies in the service sector to obtain the results. Main Findings: The factors of autonomy, teamwork, support, communication, pressure, recognition, equity, innovation, perception of the organization, motivation, remuneration, training and development, physical and cultural environment, vision, general satisfaction, promotion and career have a direct impact on organizational behavior, as factors of competitiveness in Tijuana, BC, Mexico Implications/Applications: Organizational behavior is important for family businesses and due to the difficult environment faced by family businesses in order to be competitive in our country and in global markets; a good option for owners is to invest in organizational behavior as a market strategy.

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Cross-cultural interaction and job satisfaction in cross-cultural organizations: A case study of two Thai companies founded and managed by Chinese people

Cited by 9 publications

References 18 publications

Unravelling Paradoxical Effects of Leader-Rated Performance on Follower Turnover Intention: A Regulatory Focus Perspective

Unravelling Paradoxical Effects of Leader-Rated Performance on Follower Turnover Intention: A Regulatory Focus Perspective

The Effects of Perceived Scarcity and Anticipated Emotions on Purchase Intention (A Study on Social Commerce)

Organizational Behavior as a Factor of Competitiveness in Family Companies of the Service Sector in Tijuana, B.C., Mexico

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