Does Subculture Within a Country Matter? A Cross-Cultural Study of Motivational Domains and Business Performance in Brazil

Lenartowicz, Tomasz; Roth, Kendall

doi:10.1057/palgrave.jibs.8490954

Cited by 230 publications

(155 citation statements)

References 25 publications

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“…In line with other 'Latin' business systems, Brazil is a society with a high-power distance (Posthuma, Bisseling, & Sobral, 2011). Although there is significant variance between firms located in different regions (Islam, 2012;Lenartowicz & Roth, 2001), Tanure (2004) noted that power concentration is one of the key pillars of the Brazilian management system. Typically Brazilian firms tend to have 'centralised decision making, with information controlled at top levels and relatively inflexible structures ' (Nicholls-Nixon, Sanchez Garcia, & Rivera Pesquera, 2011).…”

Section: Drivers Of Standardisationmentioning

confidence: 90%

Performance management practices within emerging market multinational enterprises: the case of Brazilian multinationals

Mellahi

Frynas

Collings

2015

The International Journal of Human Resource Management

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This study advances our understanding of HRM within emerging market multinational enterprises (EM-MNEs) by examining the extent to, and mechanisms by, which Brazilian MNEs standardise or localise their performance management (PM) policies and practices, and the factors that influence their design and implementation. We explored these issues through qualitative case studies of three Brazilian MNEs. The analysis of interview data reveals a strong tendency for Brazilian MNEs to centralise and standardise their PM policies and practices. The key finding of this paper is that PM practices within Brazilian MNEs are not based on indigenous Brazilian practices, but, rather, are heavily influenced by global best practices. The findings are at odds with previous research, which suggests that EM-MNEs apply different HR practices in developed country subsidiaries and developing country subsidiaries. Also, contrary to expectations, our results indicate that institutional distance does not have a significant influence on the adaptation of PM practices at subsidiary level.

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Section: Drivers Of Standardisationmentioning

confidence: 90%

Performance management practices within emerging market multinational enterprises: the case of Brazilian multinationals

Mellahi

Frynas

Collings

2015

The International Journal of Human Resource Management

View full text Add to dashboard Cite

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“…First, following earlier publications on the issue (Au, 1999;Lenartowicz & Roth, 2001), the notion of intra-country cultural diversity has been reintroduced into the literature in the last decade, (Dheer, Lenartowicz & Peterson, 2015;Tung, 2008). In 2011, Gelfand together with 44 co-authors published a seminal paper introducing the concept of tight-loose cultures.…”

Section: Intra-country Cultural Diversitymentioning

confidence: 99%

An overview of Hofstede-inspired country-level culture research in international business since 2006

2016

Self Cite

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(2006) impact on the field. Our review shows that their ideas have informed and inspired their own and other scholars' work and have led to significant progress in the way in which Hofstede's framework has been used in international business in the last decade. Here, we specifically focus on the country-level culture studies and assess how research has implemented Kirkman et al.'s three main recommendations -to explore cultural dimensions beyond those introduced by Hofstede, to distinguish between country effects and cultural effects, and to show not only if culture matters but also how much it matters. In addition to the overview, we provide a comprehensive test of these recommendations showing how they can be put into research practice underscoring the theoretical and empirical relevance of the original 2006 article. Our commentary concludes with additional ideas on further strengthening Hofstede-inspired research at the country level of analysis.

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“…The increasingly documented variability in cultural, institutional, and economic characteristics within nations suggests that IB researchers should consider studying within-nation regions (e.g., Chan, Makino, & Isobe, 2010;Crone, 2005;Lenartowicz & Roth, 2001). When something that is typically conceived as a nation characteristic also shows meaningful within-nation differences, considering regions as a level of analysis has the potential to overcome the Level 2 sample size problem that plagues MLM research in IB.…”

Section: Within-nation Regionsmentioning

confidence: 99%

Multilevel models in international business research

2012

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Multiple-level (or mixed linear) modeling (MLM) can simultaneously test hypotheses at several levels of analysis (usually two or three), or control for confounding effects at one level while testing hypotheses at others. Advances in multi-level modeling allow increased precision in quantitative international business (IB) research, and open up new methodological and conceptual possibilities. However, they create new challenges, and they are still not frequently used in IB research. In this editorial we outline some key methodological issues for the uses of MLM in IB, including criteria, sample size, and measure equivalence issues. We then examine promising directions for future multilevel IB research considering comparative opportunities at nation, multiple-nation cluster, and within-nation region levels, including large multilevel databases. We also consider its promise for MNE research about semi-globalization, interorganizational effects across nations, clusters within nations, and teams and subsidiaries within MNEs.

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Does Subculture Within a Country Matter? A Cross-Cultural Study of Motivational Domains and Business Performance in Brazil

Cited by 230 publications

References 25 publications

Performance management practices within emerging market multinational enterprises: the case of Brazilian multinationals

Performance management practices within emerging market multinational enterprises: the case of Brazilian multinationals

An overview of Hofstede-inspired country-level culture research in international business since 2006

Multilevel models in international business research

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