Entrepreneurship: The Effect of Colonization

Bewaji, Tolulope

doi:10.1142/s1084946719500031

Cited by 2 publications

(1 citation statement)

References 24 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…These differences are in culturally determined values and have their roots in the deeper layers of the historical foundations of these nations. Colonisation affects the culture and social structures of the country that is colonised, which results in the retranslation and re-composition of the colonised culture (Bewaji, 2019).…”

Section: Discussionmentioning

confidence: 99%

Organizational justice in the hotel industry: revisiting GLOBE from a national culture perspective

Nazarian

Velayati

Foroudi

et al. 2021

IJCHM

View full text Add to dashboard Cite

Purpose Despite its significance, national culture is often underrepresented in the hospitality industry. Implementing tools such as the global leadership and organizational behaviour effectiveness (GLOBE), whilst valuable to a considerable extent, might induce false assumptions about the universality of managerial practices for hotels through purposefully ignoring the in-group variations within each cultural cluster. Because employees’ perceptions are deeply rooted in context-specific value systems, this study aims to challenge the tendency to adopt a globalized approach to leadership and management through investigating potential variations in employees’ perceptions in two countries in the south Asian cluster of the GLOBE. Design/methodology/approach Data were collected by using hard-copy and online convenience-sampling techniques from a sample of hotel employees and managers in Iran (392) and India (421). Structural equation modelling using AMOS 22 was adopted to test the hypotheses. Findings Both similarities and differences were observed between the Iranian and Indian contexts. The similarities confirm that GLOBE is correct to place them in the same regional cluster but the differences which relate to perceptions of organizational justice are also revealing. Whilst procedural justice affects organizational factors that influence employee motivation with the Iranian sample, distributive justice has no effect, whereas with the Indian sample these results were the other way around. Practical implications For scholars and practitioners, the authors show that organizational theories and concepts cannot necessarily be transferred from a Western context to other parts of the world without making adjustments for national culture and generalizations cannot even be made within regions of similar culture. For example, this study shows that in Iran organizational justice is perceived differently from how it is perceived in India. Originality/value This study extends the literature about the effect of national culture on the hotel employees’ cognitions and behaviours by shedding light on the divergence between countries within the same regional cluster in the GLOBE classification.

show abstract

Section: Discussionmentioning

confidence: 99%