PROGRESS PAPER Individual-level Cultural values and Workplace Attitudes and Behaviours: Examining the moderating effects of individual-level cultural values on social exchange relationships involving organizational justice and organizational citizenship behaviour (OCB) in Pakistani organizations Samina Quratulain* Abdul Karim Khan* CERGAM, Université Paul Cézanne Aix-Marseille-III, France ABSTRACT The relationships among employee’s work related variables, cultural variables and OCB are investigated
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These expatriates are familiar with management theories and practices based on value orientations very different from those in India. Kluckhohn and Strodtbeck's Value Orientations Framework is used to provide an overview of the different types of cultural values an expatriate manager will confront in Indian society. The impact of Indian values on various management practices, including team composition, leadership, motivation, and human resource management functions is also discussed It is hoped that
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ORGANIZATIONAL BEHAVIOR CONCEPTS CONTROVERSIES APPLICATIONS Seventh Edition Stephen P. Robbins 1996 Contents Part One • Introduction Chapter 1 What Is Organizational Behavior? 2 Chapter 2 Responding to Global and Cultural Diversity 42 Part Two • The Individual Chapter 3 Foundations of Individual Behavior 80 Chapter 4 Perception and Individual Decision Making 130 Chapter 5 Values, Attitudes, and Job Satisfaction 172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts
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outright ownership * Friendly acquisition: the management of the target firm wants the firm to be acquired * Unfriendly acquisition (hostile takeover): the management of the target firm does not want the firm to be acquired (direct negotiations with the firm’s owners; tender offer; bear hug) Explain the popularity of acquisition strategies in firms competing in the global economy * There are seven reasons why acquisitions in firms competing in the global economy work * Increased
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and the factors that characterize cultural differences. This paper begins by briefly summarizing the nature of organizational justice and by identifying how justice is perceived. Hofstede’s five factors of cultural dimension model, which he developed in his seminal 1980 research on national cultures, is utilized to present characteristics of cultural differences. Ten propositions are then offered which relate to organizational justice and differences in cultural perspectives. These propositions suggest
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interviews with Austrian employees in the European Commission, we explore the conditions under which cultural differences do and do not influence interactions. Previous experience with culturally-determined behaviour and experience working in a foreign language is found to foster norms that reduce conflict based on cross-cultural differences. Time pressure, on the other hand, makes cultural differences, specifically the way that criticism is delivered and the extent of relational-versus-task
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Managing global alliance Name: Professor: Institution: Course: Date: INTRODUCTION The field over which businesses compete is becoming globalized. More firms are becoming multinationals by forming alliances with other firm in other countries. Global competition is now becoming a driving force in organizations throughout the world. Companies are trying to attain competitive advantage, which is easily accessible through international alliance. This form of none equity alliance between
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affects the global management process. For many managers of U.S. organizations, the highest priority is profit maximization, but for many managers of Japanese organizations remains and increases the market share (Rodrigues, C, 2009). Therefore, the cultural environment indicates those company are suitable for different management process in different culture. Realizing the challenge of culture is important for most managers. Organizational culture Organizational Culture is the set of the basic
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culture as the concept translates to honor, respect and good reputation. In order to successfully conduct business in China it is essential that the representative never lose face themselves nor cause the loss of face in others. The primary code of behavior and ethics in China is based on Confucianism, stressing duty, sincerity, loyalty, honor, piety and respect for age and seniority. “Through maintaining harmonious relations as individuals, society itself becomes stable (Kwintesssential, 2013).”
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Individual Assignment Co-Cultures in a Multicultural Society COM/403 – Human Factors in Technology Ron Bell December 19, 2011 Introduction In the film “In the Heat of the Night,” the film depicted a black and white culture where the dominant group in the town is white, with the few blacks living on the out skirts of the town in run down slummy areas, while whites live in mansions. However, a little know chief who is white welcomes a black
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