Mirror, Mirror on the Wall: Culture's Consequences in A Value Test of its Own Design

Ailon, Galit

doi:10.5465/amr.2008.34421995

Cited by 262 publications

(167 citation statements)

References 56 publications

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“…By highlighting these attributional tendencies, our analysis has implications for the discussion concerning the conceptualization and measurement of cultural differences (Ailon, 2008;Berry et al, 2010;Boyacigiller et al, 1996;Harzing, 2003;Shenkar, 2001Shenkar, , 2012a. On the one hand, our results point toward the importance of using and developing more objective and comprehensive measures of cultural differences.…”

Section: Conclusion and Contributionsmentioning

confidence: 85%

Attributional tendencies in cultural explanations of M&A performance

Vaara

Junni

Sarala

et al. 2013

Strategic Management Journal

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Section: Conclusion and Contributionsmentioning

confidence: 85%

Attributional tendencies in cultural explanations of M&A performance

Vaara

Junni

Sarala

et al. 2013

Strategic Management Journal

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“…This remains arguably the most influential work related to cultural studies in business. It is also perhaps the most criticized (Ailon 2008;Osland and Bird 2000). Some of these criticisms accuse Hofstede's work of treating culture as static, of approaching it essentialistically as a ''software of the mind'' whereby individuals are considered to have no agency of their own but rather are dupes, and of reducing culture to a small suite of dimensions that can be applied numerically.…”

Section: Scandinavian Cultural Influences On Csr and Sustainabilitymentioning

confidence: 99%

Corporate Social Responsibility and Sustainability in Scandinavia: An Overview

2014

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Scandinavia is routinely cited as a global leader in corporate social responsibility (CSR) and sustainability. In this article, we explore the foundation for this claim while also exploring potential contributing factors. We consider the deep-seated traditions of stakeholder engagement across Scandinavia including the claim that the recent concept of ''creating shared value'' has Scandinavian origins, institutional and cultural factors that encourage strong CSR and sustainability performances, and the recent phenomenon of movement from implicit to explicit CSR in a Scandinavian context and what this may entail. In sum, we depict the state of the art in CSR and sustainability in Scandinavia. We intend for this to serve as a basis to help establish a globally recognized research paradigm dedicated to considering CSR and sustainability in a Scandinavian context.

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“…As culture can viewed as something changeable rather than static (Ailon, 2008;Moulettes, 2009), and considering the rapid and revolutionary change in China, there is need for future crosscultural studies in order to elucidate the relationship between different organizational factors. The Swedish sample correlation matrix is given below the diagonal and Chinese sample correlation matrix above the diagonal.…”

Section: Discussionmentioning

confidence: 99%

Social climate as a mediator between leadership behavior and employee well-being in a cross-cultural perspective

Muhonen

Jönsson²,

Denti³

et al. 2013

Journal of Management Development

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Citation: Muhonen, T., Jönsson, S., Denti, L., & Chen, K. (2013). Social climate as a mediator between leadership behavior and employee well-being in a crosscultural perspective. Journal of Management Development, 32(10), 1040-1055. AbstractPurpose -The purpose of this paper is to examine the direct effects of empowering and employee-centered leadership on well-being, and the indirect or mediating role of social organizational climate between leadership behavior and well-being in a cross-cultural perspective. Design/methodology/approach -Questionnaires were distributed in two furniture retail stores in Sweden and two stores in China belonging to the same company. The final sample consisted of 483 participants from the Chinese and 254 participants from the Swedish stores. Findings -The results of the structural equation modeling showed that there was no direct effect between leadership behavior (employee-centered leadership and empowering leadership) and well-being in either the Swedish or the Chinese sample. Further, the findings of the study indicate that social climate mediates the relationship between leadership behavior and employee well-being, but this seems to be culturally contingent. The mediating effect is prevalent in a culture that has been considered as having a collective orientation and where the power distance is high. Research limitations/applications -Despite some methodological limitations such as the crosssectional design and problems with acquiescence in responses, the results indicate the complexity of the role of culture in organizational behavior. Practical implications -Managers working in increasingly globalized contexts need to take into consideration that some organizational behaviors gradually become more universal, whereas others remain culturally contingent.2 Originality/value -The paper illustrates the complex relationship between leadership behavior, social climate and employee well-being in the same corporate culture, but in different cultural settings.

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Mirror, Mirror on the Wall: Culture's Consequences in A Value Test of its Own Design

Cited by 262 publications

References 56 publications

Attributional tendencies in cultural explanations of M&A performance

Attributional tendencies in cultural explanations of M&A performance

Corporate Social Responsibility and Sustainability in Scandinavia: An Overview

Social climate as a mediator between leadership behavior and employee well-being in a cross-cultural perspective

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