Subsidiary staffing, cultural friction, and subsidiary performance: Evidence from Korean subsidiaries in 63 countries

Singh, Deeksha; Pattnaik, Chinmay; Lee, Jeoung Yul; Gaur, Ajai

doi:10.1002/hrm.21947

Cited by 69 publications

(43 citation statements)

References 113 publications

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“…Also, when investigating subnational cultures, scholars may expand their understanding by using other cultural frameworks such as the GLOBE study (House et al 2004), Ingelhart's World Value Survey (1997), the Schwartz Values Survey (1994) and the like. Finally, these within-country and cross-country cultural differences can affect subsidiary staffing and cultural friction in local subsidiaries of foreign companies in China; thus such research may have important applications and use (Singh et al 2019).…”

Section: Cultural Challengesmentioning

confidence: 99%

Challenges for foreign companies in China: implications for research and practice

et al. 2019

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As a large country with great development potential, China has been one of the most popular foreign direct investment destinations. However, foreign companies increasingly face a variety of challenges especially during the "soft-landing" of the Chinese economy and amidst anti-globalization tendency. Based on a comprehensive review of the extant literature, we provide a critical overview of some of the key challenges for foreign companies in China, focusing on two challenges related to the business environment, namely regulatory and cultural challenges, and two management challenges, namely innovation and human resource management. We provide managerial implications and outline directions for future research.

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Section: Cultural Challengesmentioning

confidence: 99%

Challenges for foreign companies in China: implications for research and practice

et al. 2019

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“…The notion of cultural friction is relatively new to the international management literature that evaluates culture as a key element of cross-national differences. The general idea in this stream of literature is that the cultural difference between the home and the host country is the main issue for foreign subsidiary management (Singh et al , 2019). Cultural distance is often used as a measure of environmental complexity to examine strategic issues such as how home and host country differences influence employment designs (Gaur et al , 2007).…”

Section: Workaholism; the Role Of Culturementioning

confidence: 99%

“…Unlike cultural distance, cultural friction emphasizes the actual cultural contact between the interchanging entities in an environment where multilevel yet intertwined cultural differences arise simultaneously. It is to be noted that the interaction between individuals and organizations from culturally diverse countries has the potential for creating and developing a shared understanding and thus declining the possible conflicts between them (Singh et al , 2019).…”

Section: Workaholism; the Role Of Culturementioning

confidence: 99%

Workaholism and workplace incivility: the role of work–family enrichment

Taheri

Asarian

Shahhosseini

2020

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PurposeThis paper investigated the relationships among workaholism, work–family enrichment (work–life enrichment), and workplace incivility.Design/methodology/approachData on workaholism, incivility, and work–family enrichment were collected through the administration of a survey on 414 employees of a public bank in Iran.FindingsWorkaholism and life–work enrichment were positively and negatively related to uncivil behaviors, respectively, and workaholism was positively associated with work–family enrichment. Overall, work–family enrichment did not act as a mediator variable between workaholism and uncivil behaviors.Research limitations/implicationsFuture researchers should consider public or private organizations and assess the different instigators of incivility considering the mediator or moderating role of gender.Practical implicationsManagers should focus on reducing workaholism and developing life–work enrichment in order to decrease uncivil behaviors.Social implicationsGiven the hard economic and complex political conditions in Iran and increasing likelihood of uncivil behaviors, the results of the present study offer ways to minimize workplace incivility in employees.Originality/valueThe study contributes to the research on uncivil behavior by improving the understanding of organizational and personal factors (workaholism and work–life enrichment) that can influence workplace incivility among employees working in public organizations. It also addresses the usefulness of examining work–life enrichment disposition in understanding the relationship between workaholism and workplace incivility.

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“…Employees who are able to maintain two different cultures are associated with high psychological adjustment ( Chen et al, 2008 ) and positive attitudes ( Wagstaff et al, 2020 ). On the other hand, some studies assert the presence of more than one culture in an organization has a detrimental effect ( Kadam et al, 2020 ) on employee behavior such as performance ( Singh et al, 2019 ). In a study conducted by Wagstaff et al (2020) on the bicultural identity and cultural intelligence of employees, they found an increase in the positive attitudes of individuals with two cultural identities.…”

Section: Acculturation and Organizational Socializationmentioning

confidence: 99%

The Moderating Effect of Acculturation Strategies on the Relationship Between Newcomer Adjustment and Employee Behavior

Hommey

Asamani

et al. 2020

Front. Psychol.

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Acculturation begins when people find themselves in a cultural setting other than theirs, and to demonstrate acceptable behaviors, one of two strategies is adopted: adapting to the new environment or retain one’s own culture. On the basis of these two, four strategies have been proposed. The current article examined the moderation effect of two of these acculturation strategies, integration and separation, on the relationship between newcomer adjustment, and work-related anxiety and turnover intentions. The study was in two folds, the first explored the moderation effect among new employees in general, notwithstanding their immediate past working experience; and the second part separated the sample based on two criteria: those prior to their current role were working in another firm (work-to-work employees) and those who just come directly from school (school-to-work employees). The sample was made up of 250 employees who had spent not less than 6 months and not more than 12 months in their current role, drawn from the private banking and insurance firms in Ghana. The PROCESS analysis of the data revealed that integration moderated the relationship between newcomer adjustment and work-related anxiety and turnover intentions among all samples. Separation moderated the relationships in all cases, but for the relationship between newcomer adjustment and turnover intentions in study 1 and among school-to-work employees. The evidence from this article points to the fact that the acculturation strategy that newcomers adopt has an effect on the relationship between their level of adjustment and some organizational outcomes; however, a slight difference exists if their immediate past engagement is considered.

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Subsidiary staffing, cultural friction, and subsidiary performance: Evidence from Korean subsidiaries in 63 countries

Cited by 69 publications

References 113 publications

Challenges for foreign companies in China: implications for research and practice

Challenges for foreign companies in China: implications for research and practice

Workaholism and workplace incivility: the role of work–family enrichment

The Moderating Effect of Acculturation Strategies on the Relationship Between Newcomer Adjustment and Employee Behavior

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