GLOBE Study culture clusters

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this study is to explore patterns of importance ratings of managerial competencies in 22 countries in different regions around the globe, to guide specificity in assessing and developing managers in multiple geographies. Additionally, this study examined the utility of clustering countries based on shared culture, as defined by House et al. (2004), to determine whether such clustering aids in interpreting and acting on any differences identified. Design/methodology/approach -The PROFILOR ® for Managers contains 135 behavioral items, grouped into 24 competency scales. The instrument was developed from a review of the management and psychology literatures, exhaustive analysis of a large database (Sevy et al., 1985), job analysis questionnaires and interviews of hundreds of managers representing many functional areas and most major industries. Findings -Results suggest that clustering countries together for the purpose of providing prescriptive guidance for the development of individuals planning expatriate assignments does not clarify such guidance; in fact, it masks unique differences in competency priorities as measured on a country-by-country basis.Research limitations/implications -The participants for this study come from mid-to large-size organizations in 22 countries around the world. The organizations represented sought out management consulting services from a large, highly respected private-sector consultancy. As such, these findings are likely to be generalizable to managers from similar organizations. No attempt has been made to generalize these findings to entrepreneurial start-ups, small local organizations or organizations not inclined to seek Western-style management consulting services. Originality/value -This study is one of the first to examine the effectiveness of the GLOBE clusters as they relate to managerial competencies in multicultural workforces.

What HRD Is Doing—What HRD Should be Doing: The Case for Transforming HRD

“…HRD’s response to globalization includes calling for international HRD research and practice to support the United Nation’s 2030 sustainable development goals (Zarestky & Collins, 2017) and a proposal to create sustainable connections around the globe between the environment and society (Scully-Russ & Cseh, 2015). HRD researchers examined the relative importance of managerial competencies in 22 countries around the globe to assess the specificity of competencies for management development in different locations around the world (Clark et al, 2016). Research also has identified that global expansion by organizations does not necessarily increase employee productivity and employment growth (Ataullah, Le, & Sahota, 2014).…”

Effectiveness of Leadership Decision-Making in Complex Systems

“…Mackenbach, et al [27] reported ratings of managerial competency in mid to large organizations located around the world and found that there were significant differences between 22 countries regarding desired characteristics. Clark, et al [28] explored the differences in the importance ratings of various managerial competencies with the aim of developing managers for specific locations. They developed a profile containing 135 items across 24 different competency areas and compared nearly 10,000 managers across 40 countries.…”

Fostering workplace creativity: examining the roles of job design and organizational context

“…In doing so, researchers may use established cultural frameworks, such as the Global Leadership and Organizational Behavior Effectiveness research (House et al 2004) or Hofstede's five cultural dimensions (Hofstede 1980), when examining cultural values and conducting comparative studies on workplace creativity. It is further recommended that researchers use country-by-country comparative analyses, instead of clustering similar cultures or regions (Clark et al 2016).…”