Cultural Values and Organizational Development: A
Seven‐country Study

Head, Thomas C.; Sørensen, P.

doi:10.1108/01437739310032656

Cited by 25 publications

(14 citation statements)

References 1 publication

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“…As highlighted by the studies mentioned (Head & Sorensen, 1993;Buhner et al, 1997), organizational change research in an international setting has focused primarily on differences in innovative activity across cultures or the diffusion rate of innovations across international borders (e.g., DiBella, 1996;Ghoshal & Bartlett, 1988;Lau, McMahan, & Woodman, 1996). Few studies have examined the differences in the change process within a cross-cultural setting (cf.…”

Section: Introduction and Literature Reviewmentioning

confidence: 99%

“…An increased interest in international and global change management has sprung from this. Head and Sorensen (1993), for instance, investigated the use and effectiveness of organizational development interventions (e.g., process, job design and survey feedback) by exploring the data from seven countries (e.g., Denmark, Japan, the United Kingdom, Venezuela, the People's Republic of China, Bangladesh, and Taiwan), finding that organizational change and development was important across cultures.…”

Section: Introduction and Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

An International Study of Organizational Change: A Simultaneous Analysis of Process, Context, and Individual Attributes

Jung¹

2003

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Section: Introduction and Literature Reviewmentioning

confidence: 99%

Section: Introduction and Literature Reviewmentioning

confidence: 99%

An International Study of Organizational Change: A Simultaneous Analysis of Process, Context, and Individual Attributes

Jung¹

2003

PsycEXTRA Dataset

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“…However, some OD interventions may find little acceptance in particular cultures whilst the same cultures may accept others easily because of their humanistic orientations (Golembiewski, 1993;Head & Sorensen, 1993). For example, Lau et al (2005) found that Hong Kong firms spend more time on human process interventions and strategic planning activities but less time on technostructural and system-wide interventions.…”

Section: A Contextualised and Customised Approach To Planning And Impmentioning

confidence: 99%

“…Several researchers (Fagenson-Eland, Ensher & Burke, 2004;Head & Sorensen, 1993;Kim & Hoon, 1998;Lau & Ngo, 2001;Lau et al, 2005) emphasise that the nature of the OD interventions that organisations adopt varies with the cultures where they operate because the values, customs and styles of interacting differ in different countries. Therefore, it is very likely that, to infer that culture-bound perspectives imply that organisations will accept or reject the designs and implementations of OD interventions (Evans, 1989;Kirkbride, Tang & Shae, 1989) is too simplistic.…”

Section: A Contextualised and Customised Approach To Planning And Impmentioning

confidence: 99%

The effect of organisational context on organisational development (OD) interventions

Parumasur

2012

SA j ind psychol

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Orientation: Systematic and congruent organisational structures, systems, strategies and designs are necessary for the successful implementation of organisational development (OD) interventions.Research purpose: This article examines national and international OD practices. It assesses the effect of diverse cultures and cultural values for determining the effectiveness of OD interventions.Motivation for the study: Most organisational change and development programmes fail and only a few result in increased competitiveness, improvements and profitability. This emphasises the need for change interventions to give sufficient attention to leadership, cultures, managing change and adopting context-based OD interventions.Research design, approach and method: This article is a literature review of the current trends and research in the area of OD interventions. It synthesises the influence that cultures and cultural orientations have on determining which OD intervention strategies organisations should adopt in different cultures.Main findings: The analysis emphasises how important it is to achieve congruence between the OD interventions organisations select and their local cultures.Practical/managerial implications: It is important to note the evolving nature of the political and economic climates that influence national cultures and that they emphasise that interventions that reflect OD values, which are tailor-made and shaped to the needs of local cultures, are necessary.Contribution/value-add: This study links various OD interventions to Hofstede’s dimensions for differentiating national cultures. It provides guidelines for aligning the practices and techniques of OD to the values and cultures of the organisations and societies in which they are to be implemented.

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“…For example, different ideologies have done little to break down the traditional collectivist Chinese culture (Head and Sorensen, 1993;McGrath et al, 1992). found that the collectivist culture persisted even with the use of GSS, while the more individualistic…”

Section: Individualism Versus Collectivismmentioning

confidence: 99%

The impact of cultural values on email acceptance : evidence from the PRC

Huang¹

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Doctor of PhilosophyGlobal deployment in information technology (IT) requires understandings of the cultural constraints in technology acceptance and usage behavior. Prior research indicates that the salient technology acceptance models may not be applicable to all cultures since empirical support was mainly obtained from North America. Cultural impact on user acceptance is still at the early stage of research. There has been little research done on technology acceptance and usage behavior in the context of China, which exhibits distinctive cultural differences from countries in North America. The purpose of this thesis is to test the cross-cultural applicability of Technology Acceptance Model in the People's Republic of China (PRC), and to investigate the influence of cultural values on user acceptance of IT.Based on a synthesis of technology acceptance and cultural theories, this study incorporates work related cultural values into Technology Acceptance Model (TAM). The four cultural values of individualism/collectivism, power distance, uncertainty avoidance, and masculinity/femininity identified by Hofstede are posited to either directly influence or to moderate user acceptance to email in the context of the PRC.Data were collected from the banking industry in the PRC. Cultural values were measured at the individual level to avoid over generalizations of cultural typology and to remedy the inadequacy of post hoc explanation in conventional IS cultural studies. Instead of using the scores of national culture proposed by Hofstede's cultural study in 1980, this study measures cultural values in terms of personal traits to reflect the changes in and the complexity of cultural values in face of a two-decades of societal change.Structural equation models (SEMs) and moderated structural equation models (MSEMs) are used in the study to explore the direct impact and the moderating effect of cultural values. Confirmatory factor analysis and structural path analysis using LISREL were performed to analyze data collected.

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Cultural Values and Organizational Development: A Seven‐country Study

Cited by 25 publications

References 1 publication

An International Study of Organizational Change: A Simultaneous Analysis of Process, Context, and Individual Attributes

An International Study of Organizational Change: A Simultaneous Analysis of Process, Context, and Individual Attributes

The effect of organisational context on organisational development (OD) interventions

The impact of cultural values on email acceptance : evidence from the PRC

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