Pub Date : 2023-11-16DOI: 10.1177/14705958231216936
N. Wilmot, M. Vigier, Kristina Humonen
Language is now firmly on the research agenda for international business and management. However, although attention is now being given to the effects of language on social interactions, rather than purely focusing on language as a matter of strategic priority, there is relatively little known about how language contributes to Othering processes in which employees experience marginalisation and exclusion as a result of evaluations of their linguistic competences. This conceptual paper highlights a number of ways in which linguistic evaluations drive such processes, and particularly draws on postcolonial perspectives in order to explore language as a tool of marginalisation and oppression. We demonstrate that language is closely tied to ideological constructions of the ideal worker, and highlight that English-language competence in particular, is often positioned as an essential skill for managerial roles, which can lead to exclusion of those who do not confirm to this expectation. Additionally, we draw on research which explores language as a key component of social identity, and thus an important factor in the construction of in-groups and out-groups within the workplace, in order to demonstrate not only the influence of context on the salience of language as a marker of identity, but also how language intersects with other identity characteristics in processes of exclusion. We conclude by demonstrating the possibilities to resist Othering in order to create more inclusive workplace environments.
{"title":"Language as a source of otherness","authors":"N. Wilmot, M. Vigier, Kristina Humonen","doi":"10.1177/14705958231216936","DOIUrl":"https://doi.org/10.1177/14705958231216936","url":null,"abstract":"Language is now firmly on the research agenda for international business and management. However, although attention is now being given to the effects of language on social interactions, rather than purely focusing on language as a matter of strategic priority, there is relatively little known about how language contributes to Othering processes in which employees experience marginalisation and exclusion as a result of evaluations of their linguistic competences. This conceptual paper highlights a number of ways in which linguistic evaluations drive such processes, and particularly draws on postcolonial perspectives in order to explore language as a tool of marginalisation and oppression. We demonstrate that language is closely tied to ideological constructions of the ideal worker, and highlight that English-language competence in particular, is often positioned as an essential skill for managerial roles, which can lead to exclusion of those who do not confirm to this expectation. Additionally, we draw on research which explores language as a key component of social identity, and thus an important factor in the construction of in-groups and out-groups within the workplace, in order to demonstrate not only the influence of context on the salience of language as a marker of identity, but also how language intersects with other identity characteristics in processes of exclusion. We conclude by demonstrating the possibilities to resist Othering in order to create more inclusive workplace environments.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"1 3","pages":""},"PeriodicalIF":2.4,"publicationDate":"2023-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139268538","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-02DOI: 10.1177/14705958231212050
Anthony Yaw Tano, Franklyn A Manu, Kofi Osei-Frimpong, William Phanuel Kofi Darbi
Past research has not clearly explained why the quality of leader-member exchange (LMX) is weakly related to organizational citizenship behaviour (OCB) in non-Western cultures. Hence, this study explores subordinates’ cultural value orientation and team member exchange (TMX) as boundary conditions of the effects of LMX on citizenship behaviour directed at individual organizational members (OCBI) and citizenship behaviour directed at the organization as a whole (OCBO). The research hypotheses were tested using a sample of 392 supervisor-subordinate dyads from organizations across different sectors in Ghana. The results support our theorizing that horizontal collectivism and TMX strengthen the relationship between LMX and OCBI such that the relationship is stronger for horizontal collectivists and under a high TMX context. However, the results did not support the hypothesized moderator effects of horizontal collectivism and TMX on the LMX-OCBO relationship. The theoretical contributions, managerial implications and avenues for further research are discussed.
{"title":"Leader-member exchange and organizational citizenship behaviour: The moderator effects of subordinates’ horizontal collectivism orientation and team-member exchange","authors":"Anthony Yaw Tano, Franklyn A Manu, Kofi Osei-Frimpong, William Phanuel Kofi Darbi","doi":"10.1177/14705958231212050","DOIUrl":"https://doi.org/10.1177/14705958231212050","url":null,"abstract":"Past research has not clearly explained why the quality of leader-member exchange (LMX) is weakly related to organizational citizenship behaviour (OCB) in non-Western cultures. Hence, this study explores subordinates’ cultural value orientation and team member exchange (TMX) as boundary conditions of the effects of LMX on citizenship behaviour directed at individual organizational members (OCBI) and citizenship behaviour directed at the organization as a whole (OCBO). The research hypotheses were tested using a sample of 392 supervisor-subordinate dyads from organizations across different sectors in Ghana. The results support our theorizing that horizontal collectivism and TMX strengthen the relationship between LMX and OCBI such that the relationship is stronger for horizontal collectivists and under a high TMX context. However, the results did not support the hypothesized moderator effects of horizontal collectivism and TMX on the LMX-OCBO relationship. The theoretical contributions, managerial implications and avenues for further research are discussed.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135972740","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-02DOI: 10.1177/14705958231213425
Terence Jackson
{"title":"Cross-cultural management studies: are we doing more harm than good?","authors":"Terence Jackson","doi":"10.1177/14705958231213425","DOIUrl":"https://doi.org/10.1177/14705958231213425","url":null,"abstract":"","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"30 10","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135876147","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-31DOI: 10.1177/14705958231212105
Jing Betty Feng, Leigh Anne Liu
Engaging local employees in foreign subsidiaries has emerged as a critical concern for Chinese multinational enterprises (MNEs). This study employs the theoretical framework of culture fit to conduct an inductive multiple-case study of Chinese subsidiaries in the United States. We examine how culture fit between the organizational and societal levels is manifested through human resource management practices at the foreign subsidiaries of Chinese MNEs. Particularly, we demonstrate how culture fit or misfit influences the intellectual, social, and affective engagement outcomes of local employees at the individual level. This study extends the understanding of culture fit across multiple levels and its direct impact on employee engagement. The findings provide valuable managerial implications for global human resource managers to effectively engage their culturally diverse workforces.
{"title":"Culture fit and employee engagement in foreign subsidiaries: Evidence from Chinese multinational enterprises in the United States","authors":"Jing Betty Feng, Leigh Anne Liu","doi":"10.1177/14705958231212105","DOIUrl":"https://doi.org/10.1177/14705958231212105","url":null,"abstract":"Engaging local employees in foreign subsidiaries has emerged as a critical concern for Chinese multinational enterprises (MNEs). This study employs the theoretical framework of culture fit to conduct an inductive multiple-case study of Chinese subsidiaries in the United States. We examine how culture fit between the organizational and societal levels is manifested through human resource management practices at the foreign subsidiaries of Chinese MNEs. Particularly, we demonstrate how culture fit or misfit influences the intellectual, social, and affective engagement outcomes of local employees at the individual level. This study extends the understanding of culture fit across multiple levels and its direct impact on employee engagement. The findings provide valuable managerial implications for global human resource managers to effectively engage their culturally diverse workforces.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"63 6","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135813556","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-31DOI: 10.1177/14705958231212742
Zaid Oqla Alqhaiwi, Timothy Bednall, Eva Kyndt
While leadership is one of the most studied areas among organisational scholars, research interests in the impact of cultural values on leadership perceptions and behaviours remains ongoing. In fact, most studies adopt a universal or rather Western viewpoint on leadership. As such, the literature is largely unaware of the cultural differences in leadership perceptions, such as those in the Arab World. Drawing on implicit leadership theories (ILTs), our study aims to develop and validate a research model in which Islamic leadership principles ( shura, al-amanah, and itqan) and Arab tribal values ( ayb, wasta and karam) are associated with leadership behaviours. Data were collected from 544 managers from Jordan and analysed using structural equation modelling. Based on our findings, we present empirical evidence detailing how cultural values are related to leadership behaviours. Results show that Islamic principles encourage relation and task leadership orientations, but negative practices derived from the Arab values of ayb and wasta provide obstacles.
{"title":"Excellence in leadership in the Arab world: Islamic principles and tribal values. Evidence from Jordan","authors":"Zaid Oqla Alqhaiwi, Timothy Bednall, Eva Kyndt","doi":"10.1177/14705958231212742","DOIUrl":"https://doi.org/10.1177/14705958231212742","url":null,"abstract":"While leadership is one of the most studied areas among organisational scholars, research interests in the impact of cultural values on leadership perceptions and behaviours remains ongoing. In fact, most studies adopt a universal or rather Western viewpoint on leadership. As such, the literature is largely unaware of the cultural differences in leadership perceptions, such as those in the Arab World. Drawing on implicit leadership theories (ILTs), our study aims to develop and validate a research model in which Islamic leadership principles ( shura, al-amanah, and itqan) and Arab tribal values ( ayb, wasta and karam) are associated with leadership behaviours. Data were collected from 544 managers from Jordan and analysed using structural equation modelling. Based on our findings, we present empirical evidence detailing how cultural values are related to leadership behaviours. Results show that Islamic principles encourage relation and task leadership orientations, but negative practices derived from the Arab values of ayb and wasta provide obstacles.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"271 ","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135927981","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-18DOI: 10.1177/14705958231208297
Jestine Philip, Yeling Jiang, Mesut Akdere
Cultural intelligence (CQ) is becoming increasingly important in today’s globally interconnected business world, where employees from various national cultures work collaboratively. This research uses immersive virtual reality (VR) technology as a training device to help narrow the existing knowledge gaps in CQ scholarly literature and corporate diversity training. A VR head-mounted device was used to capture qualitative and quantitative data from participants to conduct a mixed methods study. After participants engaged in the virtual simulation, a method triangulation approach - using deductive thematic analysis, word frequency analysis, sentiment analysis, and correlational analysis - was used to draw conclusions from their reflections on CQ development. Results revealed a convergence of participant statements, sentiments, and CQ scores. In addition, the emerging themes aligned with the behavioral, cognitive, and motivational dimensions of the CQ construct. A fourth theme - VR experience - also emerged from participant reflections. Sentiments concerning their immersive experience in VR were largely positive. Lastly, the quantitative scores obtained by administering the CQ measurement scale showed a high motivational CQ score indicating participant eagerness to continue engaging in the VR environment. The topical themes that emerged from this study offer theoretical contributions and practical guidelines for CQ scholars, management researchers interested in exploring VR, and corporate training managers.
{"title":"Virtual reality technology for workplace training: The case for developing cultural intelligence","authors":"Jestine Philip, Yeling Jiang, Mesut Akdere","doi":"10.1177/14705958231208297","DOIUrl":"https://doi.org/10.1177/14705958231208297","url":null,"abstract":"Cultural intelligence (CQ) is becoming increasingly important in today’s globally interconnected business world, where employees from various national cultures work collaboratively. This research uses immersive virtual reality (VR) technology as a training device to help narrow the existing knowledge gaps in CQ scholarly literature and corporate diversity training. A VR head-mounted device was used to capture qualitative and quantitative data from participants to conduct a mixed methods study. After participants engaged in the virtual simulation, a method triangulation approach - using deductive thematic analysis, word frequency analysis, sentiment analysis, and correlational analysis - was used to draw conclusions from their reflections on CQ development. Results revealed a convergence of participant statements, sentiments, and CQ scores. In addition, the emerging themes aligned with the behavioral, cognitive, and motivational dimensions of the CQ construct. A fourth theme - VR experience - also emerged from participant reflections. Sentiments concerning their immersive experience in VR were largely positive. Lastly, the quantitative scores obtained by administering the CQ measurement scale showed a high motivational CQ score indicating participant eagerness to continue engaging in the VR environment. The topical themes that emerged from this study offer theoretical contributions and practical guidelines for CQ scholars, management researchers interested in exploring VR, and corporate training managers.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135823216","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-09DOI: 10.1177/14705958231199864
Yih-Teen Lee
{"title":"Book review: Global fitness for global people: How to manage and leverage cultural diversity at work","authors":"Yih-Teen Lee","doi":"10.1177/14705958231199864","DOIUrl":"https://doi.org/10.1177/14705958231199864","url":null,"abstract":"","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135146138","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-05DOI: 10.1177/14705958231204728
Henrique Correa da Cunha, Vikkram Singh, Carlyle Farrell
While cultural distance (CD) is a popular construct in international business (IB), most studies confound the distance and country profile effects. There is an ever-growing debate on measurement issues and distinguishing the effect of doing business in countries with different cultural profiles. While the vast majority of studies focus on the implications of CD, the objective of this study is to investigate how the cultural profile in the host country affects the financial performance of foreign subsidiaries in Latin America. We employ a quantitative approach with panel data, including over 4200 firm-year observations of the same foreign subsidiary firms in the 10 largest economies in Latin America. We measure cultural profile of the host country using the four original dimensions of Hofstede's framework. Then, we estimate the effects on the financial performance of foreign subsidiary firms using the original scale and by splitting the scale (e.g. degree of masculinity vs degree of femininity) to compare the effects of the opposite poles of the cultural dimensions. The findings reveal that certain cultural characteristics in the host country profile (e.g., individualism and femininity) positively impact performance. In contrast, other cultural traits have a negative (masculinity and collectivism) or no significant impact (uncertainty avoidance). Also, the firms can adjust positively to high and low power distance scores in the host country. This study offers novel insights into the implications of national culture for financial performance by showing that the host country's cultural profile significantly impacts foreign subsidiary firms’ performance.
{"title":"Host country cultural profile and the performance of foreign subsidiaries in Latin America","authors":"Henrique Correa da Cunha, Vikkram Singh, Carlyle Farrell","doi":"10.1177/14705958231204728","DOIUrl":"https://doi.org/10.1177/14705958231204728","url":null,"abstract":"While cultural distance (CD) is a popular construct in international business (IB), most studies confound the distance and country profile effects. There is an ever-growing debate on measurement issues and distinguishing the effect of doing business in countries with different cultural profiles. While the vast majority of studies focus on the implications of CD, the objective of this study is to investigate how the cultural profile in the host country affects the financial performance of foreign subsidiaries in Latin America. We employ a quantitative approach with panel data, including over 4200 firm-year observations of the same foreign subsidiary firms in the 10 largest economies in Latin America. We measure cultural profile of the host country using the four original dimensions of Hofstede's framework. Then, we estimate the effects on the financial performance of foreign subsidiary firms using the original scale and by splitting the scale (e.g. degree of masculinity vs degree of femininity) to compare the effects of the opposite poles of the cultural dimensions. The findings reveal that certain cultural characteristics in the host country profile (e.g., individualism and femininity) positively impact performance. In contrast, other cultural traits have a negative (masculinity and collectivism) or no significant impact (uncertainty avoidance). Also, the firms can adjust positively to high and low power distance scores in the host country. This study offers novel insights into the implications of national culture for financial performance by showing that the host country's cultural profile significantly impacts foreign subsidiary firms’ performance.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"54 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135483417","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-28DOI: 10.1177/14705958231191053
Saïd Toumi, Zhang Su
Understanding how informal relationships such as Wasta operate in different cultures is necessary for multinationals to thrive. However, studies on the effect of such networks on multinationals' activities in Arab countries remain limited. The aim of this study is to examine the effect of informal inter-organizational business relationships on the satisfaction and performance of firms in Arab Maghreb countries. This research is based on a self-administered survey with 534 procurement managers from Morocco (n = 220), Algeria (n = 148) and Tunisia (n = 166). We used structural equations to test our hypotheses. The results showed that Wasta has almost the same effect on interorganizational relationship in the three Maghreb countries. Specifically, Mojamala (affection) does not influence the satisfaction of the B2B relationship within the three counties under study, while Hamola (reciprocity) and Somah (trust) positively influence this relationship. The analysis showed that the negative side of Somah has a negative influence on satisfaction only in Algeria. The results also showed that satisfaction positively influences the performance of Maghrebian B2B partners. These results show that the phenomenon of Wasta is rooted in the cultures of the Maghreb countries and underscore the need to conduct further studies to understand it and to raise awareness among multinationals that plan to do business with the local partners or those who are planning to relocate. Implications for IB, theory and policy are discussed together with the study’s limitations and suggestions for future research. Through this study, we contribute to the development of research on cross-culture management by showing the effect of Wasta as a cultural phenomenon on business relations in the Maghreb countries. Our research is the first to investigate the effect of the informal interorganizational relationship on the satisfaction and performance of B2B partners.
{"title":"Informal interorganizational business relationships, satisfaction, and firm performance: Case of Arab Maghreb countries","authors":"Saïd Toumi, Zhang Su","doi":"10.1177/14705958231191053","DOIUrl":"https://doi.org/10.1177/14705958231191053","url":null,"abstract":"Understanding how informal relationships such as Wasta operate in different cultures is necessary for multinationals to thrive. However, studies on the effect of such networks on multinationals' activities in Arab countries remain limited. The aim of this study is to examine the effect of informal inter-organizational business relationships on the satisfaction and performance of firms in Arab Maghreb countries. This research is based on a self-administered survey with 534 procurement managers from Morocco (n = 220), Algeria (n = 148) and Tunisia (n = 166). We used structural equations to test our hypotheses. The results showed that Wasta has almost the same effect on interorganizational relationship in the three Maghreb countries. Specifically, Mojamala (affection) does not influence the satisfaction of the B2B relationship within the three counties under study, while Hamola (reciprocity) and Somah (trust) positively influence this relationship. The analysis showed that the negative side of Somah has a negative influence on satisfaction only in Algeria. The results also showed that satisfaction positively influences the performance of Maghrebian B2B partners. These results show that the phenomenon of Wasta is rooted in the cultures of the Maghreb countries and underscore the need to conduct further studies to understand it and to raise awareness among multinationals that plan to do business with the local partners or those who are planning to relocate. Implications for IB, theory and policy are discussed together with the study’s limitations and suggestions for future research. Through this study, we contribute to the development of research on cross-culture management by showing the effect of Wasta as a cultural phenomenon on business relations in the Maghreb countries. Our research is the first to investigate the effect of the informal interorganizational relationship on the satisfaction and performance of B2B partners.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"23 1","pages":"467 - 497"},"PeriodicalIF":2.4,"publicationDate":"2023-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42921302","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-27DOI: 10.1177/14705958231190825
E. Amoako-Asiedu, F. Ohemeng, T. Obuobisa-Darko, Kenneth E. Parku
Performance management (PM) has been one of the most profound initiatives of public services reforms in both developed and developing countries in the last three decades. Despite its acceptance as a tool to enhance efficiency, effectiveness, and accountability, many continue to question its efficacy to enhance organizational performance in public services. This is because organizational performance problems continue to persist in the sector. How then can this persistence of organizational performance problems be explained? For some scholars, the answer lies in examining the behaviour of employees and thus moving away from the instrumentality of PM. While this is laudable, what influences employees’ behaviours for them to engage in activities that make nonsense of the existence of PM has not been greatly articulated. In this paper, we attempt to contribute to this discussion by focusing on how societal culture influences behaviour, which in turn affects management of performance both internationaly and across cultures. We, therefore, argue that the inability of PM to effectively achieve its objectives is due to the high prevalence of informal societal culture that influences behaviours detrimental to rational performance PM in the public sector. We examine these behaviours from Hofstede’s four cultural dimensions with a focus on Ghana.
{"title":"The persistence of organizational performance problems the public services in Ghana: The perspective of societal culture","authors":"E. Amoako-Asiedu, F. Ohemeng, T. Obuobisa-Darko, Kenneth E. Parku","doi":"10.1177/14705958231190825","DOIUrl":"https://doi.org/10.1177/14705958231190825","url":null,"abstract":"Performance management (PM) has been one of the most profound initiatives of public services reforms in both developed and developing countries in the last three decades. Despite its acceptance as a tool to enhance efficiency, effectiveness, and accountability, many continue to question its efficacy to enhance organizational performance in public services. This is because organizational performance problems continue to persist in the sector. How then can this persistence of organizational performance problems be explained? For some scholars, the answer lies in examining the behaviour of employees and thus moving away from the instrumentality of PM. While this is laudable, what influences employees’ behaviours for them to engage in activities that make nonsense of the existence of PM has not been greatly articulated. In this paper, we attempt to contribute to this discussion by focusing on how societal culture influences behaviour, which in turn affects management of performance both internationaly and across cultures. We, therefore, argue that the inability of PM to effectively achieve its objectives is due to the high prevalence of informal societal culture that influences behaviours detrimental to rational performance PM in the public sector. We examine these behaviours from Hofstede’s four cultural dimensions with a focus on Ghana.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"23 1","pages":"443 - 466"},"PeriodicalIF":2.4,"publicationDate":"2023-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42293942","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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