Cultural variations in the creation, diffusion and transfer of organizational knowledge

Bhagat, Rabi S.; McDevitt, Annette S.; McDevitt, Ian

doi:10.1017/cbo9780511581151.008

Cited by 8 publications

(11 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Communal responsibility is cherished, as evidenced by the wide-embracing concept of 'gotong-royong' (group activity) by all Malaysian communities. As stated by Bhagat et al (2002), Asians put great importance on groups to determine what they should do and stress loyalty to the group. Compared to their western counterparts, Asian workers are more likely to cooperate with others to avoid risks and reduce responsibilities (Bhagat et al 2002).…”

Section: Task Interdependencementioning

confidence: 99%

“…As stated by Bhagat et al (2002), Asians put great importance on groups to determine what they should do and stress loyalty to the group. Compared to their western counterparts, Asian workers are more likely to cooperate with others to avoid risks and reduce responsibilities (Bhagat et al 2002). Studies done by Hofstede (1980), Chen (2001) andEl Kahal (2001) also showed that the Asian value systems appreciate duty to the group and harmony among members.…”

Section: Task Interdependencementioning

confidence: 99%

“…In Asia, authority is seldom, if ever, challenged. However, when employees are given empowerment in their jobs and trust is gained, employees will interact better and challenge each other in a negotiative manner so as not to create a 'lost face' problem (Asma 1996, Bhagat et al 2002). Thus, although developing group self-efficacy might take longer in Malaysia compared to the West, managers should take time to let the process work itself through.…”

mentioning

confidence: 99%

See 2 more Smart Citations

The impact of task and outcome interdependence and self-efficacy on employees' work motivation: an analysis of the Malaysian retail industry

Ayupp

Kong

2010

Asia Pacific Business Review

View full text Add to dashboard Cite

This study investigates the relationship between task and outcome interdependence and self-efficacy on employees work motivation in Malaysia, by looking at one of the state's retail industries as a case in point. The study focused on two forms of interdependence, namely task interdependence (works execution) and outcome interdependence (compatibility of co-workers' performance), while work motivation looked at employees' cooperation and collective effort. The retail industry was chosen because of its importance to the Malaysian economy and the fact that interdependence job setting is common among supermarkets and department stores. The results show a significant and positive support regarding the relationship between outcome interdependence and self-efficacy towards employees work motivation. Interdependence and self-efficacy components possess motivational potential towards employees work behaviour, such as the effort and cooperation level that they choose to contribute to their company. Furthermore, initiated task interdependence is found to have a significant relationship with employees' cooperative manner.

show abstract

Section: Task Interdependencementioning

confidence: 99%

Section: Task Interdependencementioning

confidence: 99%

mentioning

confidence: 99%

See 1 more Smart Citation

The impact of task and outcome interdependence and self-efficacy on employees' work motivation: an analysis of the Malaysian retail industry

Ayupp

Kong

2010

Asia Pacific Business Review

View full text Add to dashboard Cite

show abstract

“…One group of authors strived to identify a different set of dimensions on the basis of which national cultures differ ( [4], [16], [18], [19] as well as the group of authors gathered around the GLOBE project [10]). The other research direction in the sphere of intercultural management included the research studies based on the impact of individual dimensions of national culture on the individual components of management and organizations [1], [2], [3], [5], [10], [20].…”

Section: Introductionmentioning

confidence: 99%

Empirical testing of Hofstede's measures of national culture and their impact on leadership in four countries

Janićijević¹,

Marinković²

2015

Ekonomika preduzeca

View full text Add to dashboard Cite

SažetakU radu se prezentiraju rezultati empirijske provere validnosti Hofstedeovih merila nacionalne kulture u Srbiji, Francuskoj, Holandiji i Danskoj. Anketiranjem zaposlenih u jednoj multinacionalnoj kompaniji proveravano je da li su pozicije i relativni odnosi njihovih nacionalnih kultura u tim zemljama, po svakoj od četiri dimenzije koje je identifikovao Hofstede, onakvi kakvima ih je on opisao. Uz to, proveravano je da li je nacionalna kultura preko svoje dimenzije distance moći relevantan faktor izbor stila vođstva u organizacijama. Rezultati istraživanja su pokazali da su pozicije četiri nacionalne kulture i njihov relativni odnos, po tri od četiri dimenzije, onakvi kakvim ih je Hofstede opisao kroz svoje indekse. Istraživanje je takođe pokazalo da u nacionalnim kulturama sa visokom distancom moći zaposleni preferiraju Likertove autokratske stilove vođstva (eksploatativni i benevolentni), dok u kulturama sa niskom distancom moći biraju demokratske stilove vođstva (konsultativni i participativni).Ključne reči: nacionalna kultura, interkulturno istraživanje, liderstvo, Srbija, Francuska, Holandija, Danska AbstractThis paper presents the results of empirical investigation of the validity of Hofstede's measurements of national culture in Serbia, France, the Netherlands, and Denmark. In one multinational company the employees have taken part in the questionnaire the purpose of which was to investigate whether the relative relations between positions of the observed national cultures stayed the same when compared according to each of the four national culture dimensions as Hofstede had originally described. In addition, it has been also explored whether a national culture could, through its power distance dimension, be a relevant factor in the choice of leadership style in organizations. The results of the research have demonstrated that the positions of four national cultures and their relative relations have remained the same as Hofstede outlined them through his indexes in three out of four dimensions. The research has also shown that in the national cultures with high power distance, the employees prefer Likert's autocratic leadership styles (exploitative and benevolent), whereas in the cultures with low power distance they tend to choose democratic leadership styles (consultative and participative).

show abstract

“…As a growth strategy, acquisitions have received attention both from developed as well as emerging economies. Key issues in acquisitions that have been addressed in the developed markets are: the importance of acquisitions as a mode of entry in foreign market (Andersen, 1997; Kogut and Singh, 1988), performance outcome of acquisitions (Brouthers and Brouthers, 2001), level of knowledge transfer and learning post‐acquisition (Bhagat et al , 2002), creation of shareholder value, etc. Factors which affected acquisition decisions were found to be influenced by macro environmental factors like the economic and political risk of the country, or firm level factors like past financial performance or the market value of the target firm (Laamanen, 2007).…”

Section: Introductionmentioning

confidence: 99%

Determinants of acquisitions: an Indian perspective

Agnihotri

2013

Management Research Review

View full text Add to dashboard Cite

PurposeThe purpose of this paper is to identify and investigate firm level determinants of the firm's decision on acquisition strategy.Design/methodology/approachA total of 360 firms across fast growing sectors in India, namely automobile, FMCG and pharmaceutical were selected for six years, i.e. from 2004‐2010, thus making a sample of 360 firms. Hypothesis were tested using panel logit regression and instrumental IV variable regression.FindingsFindings suggest that earnings volatility and business group affiliation are statistically significant determinants of the firm's acquisition decision. Earnings volatility follows inverted “U” curvilinear relationship with a firm's propensity to bid for acquisition and business group affiliation is a quasi moderator, i.e. has both direct and moderating impact on earnings volatility and acquisition likelihood relationship.Research limitations/implicationsOut of several manufacturing and service sectors only three fastest growing sectors are selected. Moreover, though study has been conducted in emerging market, i.e. India. For further generalization, other emerging economies should have also been selected. However, availability of data restricts scope of study.Practical implicationsManagers can look at strategies like acquisition to reduce their volatility. However, they have to make this decision in a prudent manner as acquisition itself is a risky strategy. Moreover, managers of stand alone firms should seek to find solutions of resource scarcity.Originality/valueDeterminants mentioned above have not been investigated earlier with respect to acquisition decision especially in emerging market context.

show abstract

Cultural variations in the creation, diffusion and transfer of organizational knowledge

Cited by 8 publications

References 0 publications

The impact of task and outcome interdependence and self-efficacy on employees' work motivation: an analysis of the Malaysian retail industry

The impact of task and outcome interdependence and self-efficacy on employees' work motivation: an analysis of the Malaysian retail industry

Empirical testing of Hofstede's measures of national culture and their impact on leadership in four countries

Determinants of acquisitions: an Indian perspective

Contact Info

Product

Resources

About