The development and validation of an acculturation scale: An empirical study based on experimental data

Zhu, Jie; Li, Haifeng

doi:10.4102/sajbm.v47i1.47

Cited by 3 publications

(1 citation statement)

References 20 publications

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“…Berry's model in the field of management These models of acculturation were developed predominantly with immigrants as nondominant groups and host communities as the dominant societies, and have been applied in such contexts (Jaffe et al, 2018;Stonefish and Kwantes, 2017). Nevertheless, acculturation models were introduced into management, in the 1980s and 1990s to analyse acculturation in mergers and acquisitions, though in such contexts a marginalisation strategy is unlikely to be adopted (Zhu and Li, 2016). For instance, based on Berry's model, Nahavandi and Malekzadeh (1988) identified four modes of acculturation, replacing marginalisation with deculturation, which occurs when the acquired organisation's members do not value their own culture but do not want to be assimilated into the acquiring organisation.…”

Section: Ethics-related Value Acculturationmentioning

confidence: 99%

Ethics-related value acculturation: the case of Thai employees working at UK and Japanese MNCs in Thailand

Takeda

Secchi

Bray

2022

CCSM

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PurposeMultinational corporations (MNCs) at their foreign subsidiaries hire local employees, whose cultural values may differ from the organisations' home cultures. Such value differences may pose managerial difficulties, making it critical to observe whether working at MNCs changes local employees' cultural values, reducing these differences. This study investigates how and to what extent local employees from a collectivistic culture acculturate their ethics-related values when working at MNCs' foreign subsidiaries. The authors examine (1) whether local employees change their values to become closer to the MNCs' home cultures, and if so, (2) whether the cultural distance between the MNCs' home and host national cultures affect the degree of such adaptation.Design/methodology/approachSurvey data were collected through stratified random sampling from Thai employees of a Japanese-owned MNC (n = 196), a UK-owned MNC (n = 143) and a Thai-owned organisation (n = 137), all operating in Thailand. Hypotheses were developed using Berry's bidimensional acculturation model and were tested using OLS and logistic regression analyses.FindingsThe study's findings indicate that MNCs' local employees from collectivistic cultures adopt Berry's integration acculturation strategy and acculturate their ethics-related values – collectivism, ethical relativism, collective responsibility preference and executive pay differentiation tolerance – towards the values prevalent in MNCs' home cultures. Overall, acculturation is greater when cultural distance is greater. New insights are presented in relation to collective responsibility preference and pay differentiation tolerance.Originality/valueFindings add to current knowledge on acculturation in management by (1) providing new insights into value acculturation (2) utilising Berry's acculturation model to analyse employees' acculturation within an organisation in the context of an emerging economy, outside the more frequently studied topic of mergers and acquisitions, and (3) investigating the impact of cultural distance on the degree of employee acculturation outside the field of expatriate adjustment.

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Section: Ethics-related Value Acculturationmentioning

confidence: 99%

Ethics-related value acculturation: the case of Thai employees working at UK and Japanese MNCs in Thailand

Takeda

Secchi

Bray

2022

CCSM

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An integrative review of acculturation perspectives in management research: the role of HRM

Valenzuela,

Taras

2024

The International Journal of Human Resource Management

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Achieving internal legitimacy and job satisfaction in UK and US multinational corporation subsidiaries in Nigeria: Do acculturation strategies matter?

Obi-Anike,

Imhanrenialena,

Daniel

et al. 2024

Int'l Jnl of Cross Cultural Management

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The ever-increasing organizations’ quest for multinational investments despite cross-border tensions and cultural diversity in the international business environment necessitates acculturation research. This research aims to determine the nature of acculturation strategies adopted among local workers in UK and US MNCs’ subsidiaries in Nigeria and how the acculturation strategies relate to internal legitimacy and job satisfaction among the workers. Utilizing a quantitative research design, the study uses a structured questionnaire to draw data from 454 Nigerians working in UK and US multinational corporations’ subsidiaries in Nigeria. The research finds that Nigerian workers in UK and US MNCs’ subsidiaries in Nigeria predominantly adopt the integrated acculturation strategy. The study further finds that the integration strategy significantly results in internal legitimacy and job satisfaction among the local workers. Contrary to expectations, assimilation, separation, and marginalization acculturation strategies insignificantly relate to internal legitimacy and job satisfaction. We highlighted the acculturation strategy the UK and US MNC subsidiaries in Nigeria can use to achieve internal legitimacy and job satisfaction among local employees.

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The development and validation of an acculturation scale: An empirical study based on experimental data

Cited by 3 publications

References 20 publications

Ethics-related value acculturation: the case of Thai employees working at UK and Japanese MNCs in Thailand

Ethics-related value acculturation: the case of Thai employees working at UK and Japanese MNCs in Thailand

An integrative review of acculturation perspectives in management research: the role of HRM

Achieving internal legitimacy and job satisfaction in UK and US multinational corporation subsidiaries in Nigeria: Do acculturation strategies matter?

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