Cultural influences on the design of incentive systems: The case of East Asia

Huo, Yan; Steers, Richard M.

doi:10.1007/bf01732225

Cited by 21 publications

(8 citation statements)

References 9 publications

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“…Drawing on data from over 100 managers they found that a manager's understanding of "system embeddedness" (the process through which knowledge is produced and shared within a particular organization) was strongly associated with effective organizational function. In addition, Huo and Steers (1993) explored how organizational culture, as a contingency factor, affected worker motivation. They found that organizational and management stability and shared language will determine cultural characteristics such as a strong team spirit and a sense of organizational egalitarianism, which in turn affected worker motivation.…”

Section: Resultsmentioning

confidence: 99%

The use of systems and organizational theories in the interprofessional field: Findings from a scoping review

Suter¹,

Goldman²,

Martimianakis³

et al. 2012

Journal of Interprofessional Care

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Authors have commented on the limited use of theory in the interprofessional field and its critical importance to advancing the work in this field. While social psychological and educational theories in the interprofessional field are increasingly popular, the contribution of organizational and systems theories is less well understood. This paper presents a subset of the findings (those focused on organizational/systems approaches) from a broader scoping review of theories in the organizational and educational literature aimed to guide interprofessional education and practice. A detailed search strategy was used to identify relevant theories. In total, we found 17 organizational and systems theories. Nine of the theories had been previously employed in the interprofessional field and eight had potential to do so. These theories focus on interactions between different components of organizations which can impact collaboration and practice change. Given the primarily educational focus of the current research, this paper offers new insight into theories to support the design and implementation of interprofessional education and practice within health care environments. The use of these theories would strengthen the growing evidence base for both interprofessional education and practice--a common need for its varied stakeholders.

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Section: Resultsmentioning

confidence: 99%

The use of systems and organizational theories in the interprofessional field: Findings from a scoping review

Suter¹,

Goldman²,

Martimianakis³

et al. 2012

Journal of Interprofessional Care

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show abstract

“…Since the work of Hofstede (1980), there has been considerable interest in the impact of national culture on management and the employment relationship (Hofstede, 1987), and on the transferability of Western management techniques into other cultures (see, for example: Vance et al, 1992;Paik et al, 1996;Huo and Steers, 1992). Much of the research has involved the comparative analysis of attitudinal data, for example on attitudes to payment systems (Mamman et al, 1996) and performance appraisal (Paik et al, 1996;Milliman et al, 1995;Vance et al, 1992;McEvoy and Cascio, 1990;Chow, 1994).…”

Section: Introductionmentioning

confidence: 99%

Performance appraisal and culture: practice and attitudes in Hong Kong and Great Britain

Snape¹,

Thompson²,

Yan³

et al. 1998

The International Journal of Human Resource Management

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This article compares the practice of and attitudes towards performance appraisal for managerial and professional staff in Hong Kong and Britain, and considers the extent to which actual practice and employee preferences are in alignment. Findings suggest that appraisal may be more widespread in Hong Kong than in Britain. However, British appraisal tends to be more participative and to place greater emphasis on discussing objectives, development and career plans. Hong Kong appraisals appear to be more directive and Hong Kong respondents perceive a higher level of 'negative' appraiser behaviour. In spite of this, Hong Kong respondents show if anything slightly more con dence in the utility of appraisal than do British respondents. They show stronger support for appraisal's use for reward and punishment and less support for the objectives-setting and training and development uses than do the British sample. Hong Kong respondents are more likely than their British counterparts to favour involving a more senior manager in appraisal, and they are less likely to prefer more frequent appraisals. There was little evidence that Hong Kong respondents had a stronger preference for group-based appraisal criteria, although they did show more support than the British sample for the use of personality as a basis for appraisal. Overall, the suggestion is that appraisal has been adopted in Hong Kong organizations but that the practice of appraisal has been adapted to suit the cultural characteristics of the society.

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“…First, if both national and corporate culture differences predispose organisational members to perceive problems (and solutions) quite differently (Brown, Rugman, & Verbeke, 1989;Huo & Steers, 1993), it follows that Chinese and foreign managers are likely to hold different views and attitudes on how ISAs should be managed. We examine national culture differences and corporate culture differences in order to assess the relative strength of their contributions to different approaches to the management of ISAs between Chinese and foreign managers.…”

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confidence: 99%

National and corporate culture differences in international strategic alliances: Perceptions of Chinese partners

Dong

Glaister

2007

Asia Pacific J Manage

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We consider the effect of national culture and corporate culture differences on the management of international strategic alliances (ISAs). Findings are based on the perceptions of a relatively large sample of Chinese partner firms in ISAs with foreign partners. We find that differences in national culture and corporate culture have contributed to a similar extent to differing views on ISA management. However, findings indicate that differences in national culture and corporate culture have a differential impact on aspects of ISA management. Perception of national culture and corporate culture differences and the contribution of those differences to differing views on the management of ISAs are greater in relatively younger ISAs compared with older ISAs. Managers in equity-based ISAs report fewer problems with culture related impediments to managing ISAs than managers in non-equity-based ISAs. Copyright Springer Science+Business Media, LLC 2007National culture, Corporate culture, International strategic alliances, China,

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Cultural influences on the design of incentive systems: The case of East Asia

Cited by 21 publications

References 9 publications

The use of systems and organizational theories in the interprofessional field: Findings from a scoping review

The use of systems and organizational theories in the interprofessional field: Findings from a scoping review

Performance appraisal and culture: practice and attitudes in Hong Kong and Great Britain

National and corporate culture differences in international strategic alliances: Perceptions of Chinese partners

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