Exploring the associations of culture with careers and the mediating role of HR practices

Abstract

Purpose-The conceptual framework developed in the present study highlights the importance of HR practices as a mediator between national culture and employees' careers. Design/methodology/approach-Literature study and the development of a conceptual model Findings-The article contributes to the literature by focusing on how culture via HR practices might influence career success. Drawing on Hofstede's cultural dimensions, five propositions are developed regarding the impact of culture on career-relevant HR practices, and how these practices are likely to influence employee career success. Research limitations/implications-Culture's effect should not be overstated. Looking at our propositions, it is possible that the influence of HR practices on career success is more pronounced than the direct effects of culture on career success. Future work is needed to measure and compare the relative strength of different associations as well as the possibility that other HR dimensions relevant to the study of career success may exist Originality/value-At a general level, there is ample evidence of the impact of culture on the effectiveness of a variety of individual outcomes. We focused on the mediating role of HR practices as opposed to advancing hypotheses about direct relationships between culture and career success.

The impact of cultural dimensions on Chinese expatriates' career capital

“…Using the organisational context as the mediating factors, culture and career development are interrelated. For example, Kats et al (2010) explore the association between culture and career development focusing on the mediating role of HR practices, and argue that cultural expectations of employers (as to how to manage) may act in concert with cultural expectations of employees (as to what it means to be managed and to have a career) in ways that are likely to impact on employees' careers. Although the study tends to be hypothetical and lacks empirical approval, it provides a foundation on the direct and indirect relationships between national culture and career capital.…”

“…Chinese social groups have much greater power distances than their Western counterparts. The uneven distribution of power is both prevalent and accepted in Chinese society, and has significant implication for individual behaviours and management practices (Kats, van Emmerik, Blenkinsopp and Khapova 2010). Chinese employees respect the hierarchies within organisations and behave within their social rank.…”

Working Together: Theories and Thoughts on Collaborative Capital

“…I hope I have been able to show that the formal work teams that I have been talking about share many similarities with the teams of geese. (Kats, Van Emmerik, Blenkinsopp, & Khapova, 2010;Van Emmerik, Gardner, Wendt, & Fischer, 2010;Van Emmerik, Euwema, & Wendt, 2008;Wendt, Euwema, & van Emmerik, 2009). It will be quite a challenge to figure out under which conditions: 3…”

The meaning of career success

“…As a result, there is an overemphasis in the literature on Western career concepts and measures, and especially on concepts and measures developed in the USA (Stead, 2004). The projection of US values onto career actors from other parts of the world, without taking into account possible differences in their definitions of career and career success, may be problematic (Kats et al, 2010;Schwartz, 2006). From Hofstede's seminal work on cultural differences we can draw some preliminary inferences about how people from different countries will, generally speaking, define and evaluate career success.…”