National culture, employee empowerment and advanced manufacturing technology utilisation: A study of Nigeria and New Zealand

Chris, Nwachukwu; Leggett, Chris; Harris, Howard

doi:10.1017/jmo.2017.70

Cited by 11 publications

(8 citation statements)

References 65 publications

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“…This suggests that fewer tensions may arise around the goals, processes, and roles related to these programs where there is a strong high‐performance culture in operation. In terms of the macro‐level, dimensions of national culture may serve as important contingency on how actors perceive tensions with the result that the extent to which tensions arise has to be read against the backdrop of contextual influences such as power distance (Obi, Leggett, & Harris, 2020; Peretz, Levi, & Fried, 2015). Such contextual determinants may have a differential effect on the implementation process when it comes to talent management practice in organizations and prevailing norms can elevate or diminish the tensions that arise during implementation.…”

Section: Discussionmentioning

confidence: 99%

Tensions in talent: A micro practice perspective on the implementation of high potential talent development programs in multinational corporations

Garavan

Morley

Cross

et al. 2020

Human Resource Management

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Drawing on the utility of paradox theory and adopting a micro‐practice perspective, we explore the implementation of high potential talent development (HiPo) programs in multinational corporations (MNCs). In doing so we take an emergent approach to implementation and seek to cast light on some of the day‐to‐day tensions that arise, along with key responses that salient actors appear to make when navigating these paradoxes. Through an inductive, mixed method study involving nine MNCs, we found that, over time, actors construed three particular sets of performance paradoxes relating to variations in their goals, in their beliefs, and in their roles in the particular HiPo programs in focus. We also found that these actors responded to the tensions experienced using an assortment of both defensive and proactive actions. Finally, we uncovered that both the tensions and responses in play vary with the implementation phase of the HiPo program. We highlight some key practice implications that arise from our work, acknowledge attendant limitations and identify possible directions for future research.

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Section: Discussionmentioning

confidence: 99%

Tensions in talent: A micro practice perspective on the implementation of high potential talent development programs in multinational corporations

Garavan

Morley

Cross

et al. 2020

Human Resource Management

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“…Secondly, we also recommend studies that examine the relationship (effect or interaction) between national (macro) culture and organizational (micro) culture and how they both affect management practices in the organization. So far, we have only found very few studies (Naor et al, 2010;Obi et al, 2020) addressing this issue. This would be a very fruitful avenue in improving our understanding on the effects of the two levels of culture on organizational practices and performance.…”

Section: Discussionmentioning

confidence: 99%

“…So far, we have only found very few studies (Naor et al. , 2010; Obi et al. , 2020) addressing this issue.…”

Section: Discussionmentioning

confidence: 99%

The roles of national culture in affecting quality management practices and quality performance - multilevel and multi-country analysis

Prajogo

Mena

Cooper

et al. 2022

IJOPM

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PurposeThis study investigates the role of national culture on the implementation and effectiveness of quality management practices. Specifically, the authors examine the dual roles of two of Hofstede's national culture dimensions (individualism and indulgence) in driving the implementation of people management practices and in moderating the relationship between people management and product quality performance.Design/methodology/approachThe authors’ dataset combines a survey of 976 firms from 22 countries with Hofstede's national culture index. A multi-level analysis, at firm and country levels, is used for investigating the interplay between two dimensions of national culture (individualism and indulgence) on people management practices and product quality performance.FindingsThe authors' findings show the negative relationship between indulgence (at country level) and people management practices (at firm level) while individualism (at country level) strengthens the relationship between people management and product quality performance (at firm level). Furthermore, the finding shows that the joint interaction between individualism and indulgence (at country level) moderates the relationship between people management and product quality performance (at firm level) where the relationship is strongest when individualism is high and indulgence is low.Practical implicationsUnderstanding the interplay between national culture and management practices is important for managers in making decisions on the practices managers should implement under different cultural contexts to gain the expected outcomes.Originality/valueThe authors' results challenge the universalist view that suggests that quality management practices (in this case people management practices) can be applied in any context effectively to achieve high product quality performance by showing that facets of national culture influence the implementation and effectiveness of people management practices and performance. The results also provide a fresh perspective on the role of indulgence, given that it is the newest dimension in Hofstede's framework. The authors also extend previous studies which commonly only examine the main and not interactive effects of different dimensions of national culture.

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“…Especially with the rapidly changing business environment and increasing global competitive pressure, organizations face increasing uncertainty in the course of doing business [ 1 ]. Companies have now realized that human resources are the key to improving organizational competitiveness, and one of the most important challenges managers face is to build organizational trust at all levels by allowing employees to participate in organizational issues [ 2 , 3 ].…”

Section: Introductionmentioning

confidence: 99%

Analysis of the Mediating Role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance

Liu¹,

Ren²

2022

IJERPH

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High levels of trust between employees and leaders moderate the relationship between organizational management practices. A collaborative environment encourages employees to have more Psychological Empowerment, which in turn leads to better performance. Based on Intrinsic Work Motivation and Self-Evaluation, this paper uses Perceived Leader Trust as an independent variable, Employee Work Performance as a dependent variable, and introduces Psychological Empowerment to explore the internal mechanism of perceived trust. This paper proposes a total of 28 hypotheses, and 25 hypotheses have been verified. The specific research conclusions are as follows: (1) Perceived Leader Trust has a positive impact on Employee Work Performance. (2) Perceived Leader Trust positively affects employees’ Psychological Empowerment. Perceived Leader Dependence has a significant impact on all dimensions of Psychological Empowerment, but the relationship between Perceived Information Disclosure and Work Meaning is not significant. (3) Psychological Empowerment is positively correlated with Employee Work Performance, in which the four dimensions of Psychological Empowerment are significantly related to Employee Task Performance, while Work Meaning and Autonomy are not significantly related to Employee Relationship Performance. (4) Psychological Empowerment, as the overall perception of employees, plays a partial mediating role between Perceived Leader Trust and Employee Work Performance. This paper verifies the role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance, and explores the internal mechanism of Perceived Leader Trust from the perspective of employees’ Intrinsic Work Motivation, which promotes the development of organizational management practices.

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National culture, employee empowerment and advanced manufacturing technology utilisation: A study of Nigeria and New Zealand

Cited by 11 publications

References 65 publications

Tensions in talent: A micro practice perspective on the implementation of high potential talent development programs in multinational corporations

Tensions in talent: A micro practice perspective on the implementation of high potential talent development programs in multinational corporations

The roles of national culture in affecting quality management practices and quality performance - multilevel and multi-country analysis

Analysis of the Mediating Role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance

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