The role of individual cultural traits and proactivity in an organizational setting

Abstract

Purpose – The purpose of this research is to assess the impact of espoused individual cultural traits on proactive behaviors within an organizational environment. While there have been many reports about the positive outcomes of proactivity, there is much less known about the antecedents, particularly those related to culture. Design/methodology/approach – Sales employees (n=147) in a multi-national organization from Australia, Canada, New Zealand, the UK, and the USA were surveyed to assess the impact of cultural trait influences on proactive behavior at the individual level. Using linear regression and partial least squares structural equation modeling, three independent variables were found to be significant antecedents to proactive behavior. Findings – Long-term orientation positively influenced proactive behaviors as did uncertainty avoidance. Uncertainty avoidance was hypothesized to have a negative impact on proactive behaviors, but the results of this study implied that individuals found it safer to adjust to a fluid environment rather than to remain inflexible. No relationship was found between power distance and proactivity. Masculinity was found to be positively related to proactive behaviors but collectivism was not. Research limitations/implications – The results of this study should be limited to its own population and not generalized to larger, more culturally diverse populations which were not represented in the sample. Practical implications – This study provides better understanding of managerial proactive behavior related to cultural traits, particularly in the domain of field sales. Originality/value – This study is unique in that it explores individual proactivity in an organizational selling environment related to cultural traits at the individual level.

Societal, Culture and Entrepreneurial Opportunities Exploitation of New Venture Activities: Mediating Role of Proactiveness

“…As the study by (Wanasika et al, 2011) suggested, negative view of leaders makes entrepreneurs feel helpless something which results into tolerance of corruption, nepotism and acts of violence the behaviour which persist in Sub-Saharan African countries. The lack of significant motive in power distance to influence opportunity exploitation of new venture activities is consistent with that by(D. Carson et al, 2014) and (Zhao et al, 2012).In addition to these results, if entrepreneurs belong to the group which possesses low power (less influential), they are facing some difficulty in attaining resources for their ventures' progress. However, our study lacks the literature from the area where we investigated the phenomena being discussed.…”

“…Members of some societies that tend to be anxious about the unpredictability of the future will have implication for innovation and entrepreneurial activities in that country (Shane, 1995).These studies however have mixed findings that in low uncertainty avoidance culture, entrepreneurs are believed to have a greater tolerance for novel behaviour which may cause them to deviate from social norms (Baughn and Neupert, 2003). However, the study by Carson et al, (2014) found that during uncertainties, individual find it safe to adjust with the environment rather than remain inflexible. Basing on these studies therefore, this study suggested the following hypothesis:…”

“…This result is against that of (Jenssen and Kristiansen, 2004) which suggested that group cohesion has a significant effect Second, our study results of culture of uncertainty avoidance aligned with the study by. Carson et al, (2014) that the entrepreneurs in uncertain environment should be flexible in their decisions. Thus it has added to the body of knowledge that is, the increment of the culture of uncertainty avoidance threatens the entrepreneurs on opportunity exploitation of new venture activities.…”

Cultural variations in whether, why, how, and at what cost people are proactive: A followership perspective

“…In line with these results, a study by Huang et al (2005) reports a positive relationship of national power distance values with organizational silence, that is, when “employees choose not to voice their opinions and concerns about matters in their organizations” (p. 459). However, other studies report no significant relationships of individuals’ power distance values with proactive personality (Carson et al, 2014) or taking charge (Li et al, 2015). Results on the relationships of PWBs with other cultural dimensions and values are likewise mixed: While Kurman and Dan (2007) report a negative relationship of individuals’ tradition values with personal initiative, Fischer and Smith (2006) found no relationships between proactive extra-role behaviors and individuals’ conservation or openness to change values.…”

“…The major focus of the few existing studies on culture and PWB has been to examine whether cultures differ with regard to the mean level of PWB employees exhibit. Scholars have suggested that high levels of individualism and future orientation are conducive to PWBs, while high levels of power distance and uncertainty avoidance would hinder PWBs (e.g., Carson et al, 2014; Claes et al, 2005; Claes & Ruiz-Quintanilla, 1998). However, empirical evidence on these assumptions is as yet inconclusive.…”