Organization Culture and Work Values of Global Firms: Merging Eastern and Western Perspectives

Hong, Paul; Chennattuserry, Joseph Chacko; Kureethara, Joseph Varghese

doi:10.2139/ssrn.3507562

Cited by 4 publications

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“…For adequate representation, we chose these sectors – education and non-governmental. We did not choose business organizations because of available research of organizational change on business organizations (Armenakis and Bedeian, 1999; Al-Haddad and Kotnour, 2015; Brown and May, 2012; Hong et al , 2018; Singh and Hong, 2017). The selection criteria were based on needs for organizational change research in public sector and non-profit service sector (Nandan and Verma, 2013); meeting the case study requirements for substantial history of growth and change evidences; key informants collaboration intent for interview requests and support of research endeavors; and field visits and secondary data availability.…”

Section: Case Study Methodsmentioning

confidence: 99%

Managing change, growth and transformation

Hong

Kallarakal

Moina

et al. 2019

JMD

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Purpose In view of dynamic and widespread economic transformation in emerging economies, managing organizational change and growth in this context deserves more research attention. The purpose of this paper is to examine how three organizations in different industries manage change, growth and transformation in their organizational ecosystem. Design/methodology/approach The authors conducted in-depth interviews with the leadership of three organizations in different economic sectors in India, a country representing an emerging economy. The authors also reviewed historical data from these organizations. Three case studies illustrating the evolution of these organizations were developed from the data collected. Findings Lessons and implications from the three case studies suggest the following key elements of effective organizational change mechanisms in an emerging economy: visionary entrepreneurial leadership; program quality excellence; scale growth and scope expansion; network capabilities; and sustainable stakeholders’ engagement. At the same time, this study also shows how these organizations manage change, growth and transformation in the context of a society with strong traditions and cultural norms. Research limitations/implications Results and conclusions may be limited by the fact that the study is based on three case studies. Additional studies from a variety of industries with large numbers of participants will be helpful in more fully understanding the ways in which change, growth and transformation can best be developed and deployed in different organizational settings. Practical implications The proposed model of organizational change in an emerging economy may assist organizational leadership in designing and sustaining their change efforts. Social implications This study highlights the role of visionary entrepreneurial leadership and the impact of organizational growth mechanisms on organizational value delivery capabilities and organizational reputation. Originality/value Lessons and implications of five growth steps of outstanding organizations in an emerging economy context provide valuable insight for organizational change, growth and transformation in other emerging contexts.

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Section: Case Study Methodsmentioning

confidence: 99%

Managing change, growth and transformation

Hong

Kallarakal

Moina

et al. 2019

JMD

Self Cite

View full text Add to dashboard Cite

show abstract

“…Other scholars (e.g. Kang et al, 2017;Hong et al, 2019) similarly establish that in Western societies such as the USA and Germany, there is a strong preference for egalitarian work culture. In comparison, workers from Eastern firms such as those in Japan, China and Korea are more inclined to accept hierarchical work values and prioritise interpersonal relationships as well as loyalty to the team.…”

Section: Introductionmentioning

confidence: 98%

Revisiting the moderating role of culture between job characteristics and job satisfaction: a multilevel analysis of 33 countries

Tan

Amin

et al. 2021

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PurposeThis paper aims to address how national culture moderates the relationship between job characteristics and job satisfaction.Design/methodology/approachThe authors examine the most recent data collected from the International Social Survey Programme (ISSP) in 2015 from a group of 33 countries. Hofstede's cultural model is used to represent and measure national culture.FindingsOne of the most significant findings from the authors’ two-level regression analysis is that having an interesting job contributes more to job satisfaction in individualistic countries than in collectivist countries. The authors also find that the newly introduced cultural dimension indulgence vs restraint has some significant moderating effect on the relationship between job security, salary, the perceived interest of a job and job satisfaction. Job security also seems to contribute less to job satisfaction in societies that are long-term oriented.Practical implicationsThis study provides further support for a more careful, nuanced examination of job motivation theories. Multinational companies should understand the needs of their employees and diversify their compensation packages accordingly. More attention should be paid to job design in individualistic or indulgent-oriented countries to create a satisfying job experience.Originality/valueThe authors examine the most recent data from ISSP and extend the literature by incorporating two additional cultural dimensions from Hofstede's model as moderators.

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Comparing Organizational Culture: Perspectives from Western and Eastern Contexts

Widiastuti,

Indartono,

Sa'adah

2023

IJOMM

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The relationship between employees and customers is shaped by organizational culture, which enables organizations to adapt and align with their goals and strategies. It includes a shared framework of meaning that sets one organization apart. A smaller percentage (25%) of researchers use a qualitative design, while the majority (65%) use a quantitative design. 10% of articles that are published use mixed methods. Online surveys (73%) and interviews (13%) are the most popular research methods, with observation (2%) and unspecified survey methods (10%) being less common. Employed people make up the majority of the research samples (75%), followed by businesses (18%), unemployed people (5%), and nations (3%). This study aims to compare the perspectives of Western and Eastern organizational cultures, investigate the benefits and drawbacks of each perspective, and identify which culture is more likely to produce successful organizational outcomes. While Eastern organizational culture is hierarchical and emphasizes teamwork, Western organizational culture emphasizes individual work systems and adherence to system rules. As a result, compared to Western cultural contexts, Eastern cultural contexts tend to emphasize teamwork more.

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Organization Culture and Work Values of Global Firms: Merging Eastern and Western Perspectives

Cited by 4 publications

References 0 publications

Managing change, growth and transformation

Managing change, growth and transformation

Revisiting the moderating role of culture between job characteristics and job satisfaction: a multilevel analysis of 33 countries

Comparing Organizational Culture: Perspectives from Western and Eastern Contexts

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