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Publisher: Emerald   (Total: 310 journals)

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A Life in the Day     Hybrid Journal   (Followers: 9)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 19)
Accounting Research J.     Hybrid Journal   (Followers: 23, SJR: 0.148, h-index: 3)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 4, SJR: 0.972, h-index: 30)
Advances in Accounting Education     Hybrid Journal   (Followers: 10)
Advances in Appreciative Inquiry     Hybrid Journal   (Followers: 2, SJR: 0.107, h-index: 4)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 34)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 44, SJR: 0.211, h-index: 3)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 22)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 9)
Agricultural Finance Review     Hybrid Journal   (Followers: 1)
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 104, SJR: 0.339, h-index: 15)
American J. of Business     Hybrid Journal   (Followers: 7)
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 5, SJR: 0.309, h-index: 23)
Arts Marketing : An Intl. J.     Hybrid Journal   (Followers: 11)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 6)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 2, SJR: 0.237, h-index: 4)
Asian Education and Development Studies     Hybrid Journal   (Followers: 6)
Asian J. on Quality     Hybrid Journal   (Followers: 2)
Asian Review of Accounting     Hybrid Journal   (Followers: 1, SJR: 0.174, h-index: 3)
Aslib J. of Information Management     Hybrid Journal   (Followers: 6)
Aslib Proceedings     Hybrid Journal   (Followers: 166, SJR: 0.558, h-index: 23)
Assembly Automation     Hybrid Journal   (Followers: 1, SJR: 0.439, h-index: 20)
Baltic J. of Management     Hybrid Journal   (Followers: 2, SJR: 0.2, h-index: 10)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 5, SJR: 0.554, h-index: 28)
British Food J.     Hybrid Journal   (Followers: 8, SJR: 0.361, h-index: 25)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 16, SJR: 0.248, h-index: 3)
Business Process Management J.     Hybrid Journal   (Followers: 7, SJR: 0.841, h-index: 31)
Business Strategy Series     Hybrid Journal   (Followers: 5, SJR: 0.151, h-index: 3)
Campus-Wide Information Systems     Hybrid Journal   (Followers: 5, SJR: 0.246, h-index: 12)
Career Development Intl.     Hybrid Journal   (Followers: 9, SJR: 0.721, h-index: 22)
China Agricultural Economic Review     Hybrid Journal   (Followers: 1, SJR: 0.419, h-index: 6)
China Finance Review Intl.     Hybrid Journal   (Followers: 4)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.424, h-index: 7)
Circuit World     Hybrid Journal   (Followers: 14, SJR: 0.297, h-index: 15)
Clinical Governance: An Intl. J.     Hybrid Journal   (Followers: 20, SJR: 0.176, h-index: 13)
Collection Building     Hybrid Journal   (Followers: 9, SJR: 0.461, h-index: 8)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.224, h-index: 18)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 3)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 15)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 4, SJR: 0.394, h-index: 18)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 6, SJR: 0.345, h-index: 21)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.311, h-index: 11)
Cross Cultural Management An Intl. J.     Hybrid Journal   (Followers: 6, SJR: 0.648, h-index: 6)
Development and Learning in Organizations     Hybrid Journal   (Followers: 5, SJR: 0.123, h-index: 6)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 14, SJR: 0.352, h-index: 24)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 55, SJR: 0.129, h-index: 2)
Education + Training     Hybrid Journal   (Followers: 15, SJR: 0.39, h-index: 21)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.243, h-index: 6)
Employee Relations     Hybrid Journal   (Followers: 5, SJR: 0.446, h-index: 16)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.567, h-index: 36)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 16, SJR: 0.468, h-index: 20)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 11, SJR: 0.37, h-index: 4)
Ethnicity and Inequalities in Health and Social Care     Hybrid Journal   (Followers: 9, SJR: 0.109, h-index: 1)
EuroMed J. of Business     Hybrid Journal  
European Business Review     Hybrid Journal   (Followers: 5, SJR: 0.368, h-index: 15)
European J. of Innovation Management     Hybrid Journal   (Followers: 15, SJR: 0.442, h-index: 22)
European J. of Marketing     Hybrid Journal   (Followers: 18, SJR: 0.957, h-index: 38)
European J. of Training and Development     Hybrid Journal   (Followers: 8, SJR: 0.296, h-index: 18)
Evidence-based HRM     Hybrid Journal   (Followers: 7)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.34, h-index: 13)
foresight     Hybrid Journal   (Followers: 7, SJR: 0.62, h-index: 16)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 0.495, h-index: 17)
Grey Systems : Theory and Application     Hybrid Journal  
Health Education     Hybrid Journal   (Followers: 3, SJR: 0.345, h-index: 13)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 34, SJR: 0.121, h-index: 2)
History of Education Review     Hybrid Journal   (Followers: 8, SJR: 0.102, h-index: 1)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.155, h-index: 3)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 12, SJR: 0.105, h-index: 5)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.104, h-index: 1)
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.131, h-index: 1)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.318, h-index: 10)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.46, h-index: 15)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 3, SJR: 0.989, h-index: 54)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 2, SJR: 0.421, h-index: 25)
Info     Hybrid Journal   (SJR: 0.337, h-index: 17)
Information and Computer Security     Hybrid Journal   (Followers: 15, SJR: 0.29, h-index: 28)
Information Technology & People     Hybrid Journal   (Followers: 57, SJR: 0.664, h-index: 21)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 13)
Interlending & Document Supply     Hybrid Journal   (Followers: 76, SJR: 0.593, h-index: 10)
Internet Research     Hybrid Journal   (Followers: 59, SJR: 0.846, h-index: 44)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 2)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 8)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 6, SJR: 0.265, h-index: 4)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 4, SJR: 0.672, h-index: 26)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 9, SJR: 0.211, h-index: 3)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 4, SJR: 0.436, h-index: 20)
Intl. J. of Commerce and Management     Hybrid Journal  
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 10, SJR: 0.322, h-index: 31)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 9, SJR: 1.2, h-index: 24)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 13, SJR: 0.113, h-index: 1)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 6)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 5, SJR: 0.181, h-index: 5)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 3, SJR: 0.508, h-index: 16)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 2)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 4, SJR: 0.187, h-index: 7)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 6, SJR: 0.545, h-index: 20)

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Journal Cover   Cross Cultural Management An International Journal
  [SJR: 0.648]   [H-I: 6]   [6 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1352-7606
   Published by Emerald Homepage  [310 journals]
  • Kristine Marin Kawamura, PhD, Interviews Richard Boyatzis, PhD
    • Authors: Kristine Marin Kawamura
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 2, May 2015.

      Citation: Cross Cultural Management: An International Journal
      PubDate: Sat, 21 Mar 2015 00:32:16 GMT
      DOI: 10.1108/CCM-03-2015-0032
  • Culture in Angola: insights for human resources management
    • Authors: Maria Rita Silva, Helena Roque, António Caetano
      First page: 166
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 2, May 2015.
      Purpose This study aims to describe the cultural values - how things should be - and the cultural practices - how things are - of Angolan society. We expected to find: a gap between practices and values; high levels of power distance, institutional and in-group collectivism, uncertainty avoidance, future and humane orientation; and low to medium levels of performance orientation, gender equality and assertiveness. Design/methodology/approach A questionnaire using GLOBE’s cultural scales was applied to 235 employees in Angola. Findings There is a gap between cultural practices and values. Within Angola, humane and performance orientations are the most valued cultural dimensions. Power distance and in-group collectivism are the most prevailing cultural practices. Compared to other countries, Angola has high levels of humane orientation, institutional collectivism and uncertainty avoidance values and high levels of assertiveness and performance orientation practices. Practical implications Higher than desired levels of assertiveness and power distance, on the one hand, and lower than desired levels of humane orientation and uncertainty avoidance on the other, are key aspects that should be taken into account by HRM in this context. Originality/value These results may have important implications for HRM in Angola. To the best of our knowledge, this is the first analysis of Angola’s culture from a business research perspective.
      Citation: Cross Cultural Management: An International Journal
      PubDate: Sat, 21 Mar 2015 00:32:17 GMT
      DOI: 10.1108/CCM-02-2013-0036
  • Societal values and individual values in reward allocation preferences
    • Authors: Jesse Olsen
      First page: 187
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 2, May 2015.
      Purpose Prior research suggests that cultural values affect individuals’ preferences in whether work rewards (i.e., pay and benefits) are allocated according to rules based on equity, equality, or need. However, this research has focused primarily on societal-level values or individual-level operationalizations of values originally conceptualized at the societal level. Drawing on equity and social exchange theories, I present a theoretical model and nine propositions that incorporate both individual and societal values as determinants of these reward allocation rule preferences. Design/methodology/approach I briefly review of the relevant literature on values and reward allocation preferences and present arguments supported by prior research, leading to a model and nine propositions. Findings I propose that societal values and individual values have main and interactive effects on reward allocation preferences and that the effects of societal values are partially mediated by individual values. Research limitations/implications The model and propositions present relationships that could be tested in future multi-level studies. Future conceptual/theoretical work may also build on the model presented in this paper. Practical implications The proposed relationships, if supported, would have important implications for organizational reward systems and staffing. Originality/value Prior research on reward allocation preferences focuses mostly on the effects of societal or individual values. This theoretical paper attempts to clarify and distinguish values at these two levels and to better understand their main and interactive effects on individual reward allocation rule preferences.
      Citation: Cross Cultural Management: An International Journal
      PubDate: Sat, 21 Mar 2015 00:32:15 GMT
      DOI: 10.1108/CCM-09-2013-0130
  • Sustainable development and sustainability as study objects for
           comparative management theory: proposing styles of reasoning for an
           unknown metropole
    • Authors: Rafael Borim-de-Souza, Zandra Balbinot, Eric Ford Travis, Luciano Munck, Adriana Roseli Wünsch Takahashi
      First page: 201
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 2, May 2015.
      Purpose The primary objective of this article is to characterize sustainable development and sustainability as study objects for comparative management theory. Design/methodology/approach The proposed characterization consists of four principal analytical dimensions: (1) the first dimension discusses ontological postures; (2) the second dimension broaches epistemological perspectives; (3) the third dimension inserts paradigms from organizational theory into the analysis; (4) the fourth is the conceptual dimension, which ranks and relates different aspects from comparative management theory and studies about sustainable development and sustainability. Findings Analytical dimensions were related to establishing three proposals, which represent possible theoretical routes for characterizing sustainable development and sustainability as study objects for comparative management theory. A framework which illustrates the theoretical route taken to develop these proposals is presented at the end of the theoretical-analytical discussions. Research limitations/implications This article considers that discussion about sustainable development, sustainability and comparative management theory, as interesting themes for organizational studies, lack epistemological clarity and theoretical depth. Such shortcomings are identified based upon the difficulty in identifying ontological postures, epistemological perspectives, dominant paradigms and conceptual approaches that enable greater coherence to analysis of these themes, and also support the undertaking of research that can contribute to enriching proposals related to comparative management theory. Originality/value This is an innovative article as it relates comparative management theory approaches with structural concepts from sustainable development and sustainability developed using contributions from organizational theories, sociological reflections and political science. The proposed characterization is intended to blaze new and alternative epistemological paths for adding greater rigor to empirical research focused on the relationship investigated here in a theoretical context.
      Citation: Cross Cultural Management: An International Journal
      PubDate: Sat, 21 Mar 2015 00:32:14 GMT
      DOI: 10.1108/CCM-02-2013-0027
  • Assessing the cultural intelligence and task performance equation:
           mediating role of cultural adjustment
    • Authors: jeevan Jyoti, Sumeet Kour
      First page: 236
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 2, May 2015.
      Purpose Organizations in India are multicultural in nature. In this context, cultural intelligence is a tool, which can increase an individual’s ability to interact with people outside his/her culture. The purpose of the study is to analyze the impact of cultural intelligence on task performance as well as to investigate the mediating role of cultural adjustment between the two. Design/methodology/approach Extensive review of literature was done to acknowledge the cultural intelligence and task performance concept. Data for the study has been collected from the 225 managers working in nationalized banks in Jammu province (J&K, India). Data collected has been validated using confirmatory factor analysis (CFA) and hypotheses have been tested through structural equation modeling (SEM). Findings The study reveals that cultural intelligence significantly contributes towards task performance. The findings further reveal full mediation of cultural adjustment between cultural intelligence and task performance. Research limitations/implications The study has been conducted in Indian cultural context, which can be extended to other Asian countries. Further, more outcomes of cultural intelligence can be taken into consideration in future for better understanding of the concept. Practical implications The study contributes towards cultural intelligence theory. Organization should provide cultural training to the managers before sending them to out of home state assignment, which helps to understand the culture of that state and effectively interact with people belonging to that place. Originality/value The paper empirically identifies the relationship between cultural intelligence and task performance in Indian context. Further, this relationship has been explored by using cultural adjustment as a mediator between the two. The model developed can be used for future research keeping it as a base.
      Citation: Cross Cultural Management: An International Journal
      PubDate: Sat, 21 Mar 2015 00:32:17 GMT
      DOI: 10.1108/CCM-04-2013-0072
  • Do different national samples yield similar dimensions of national
    • Authors: Michael Minkov, Michael Harris Bond, Vesselin Blagoev
      First page: 259
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 2, May 2015.
      Purpose Purpose: Cross-national studies of employees' values and beliefs have extracted dimensions of national culture from diverse samples of employees. Our goal is to find out if this sample diversity impacts the nature of the extracted dimensions: Is a given dimension replicable across diverse samples (such as managers versus skilled workers?) Design/methodology/approach Design: We analyzed a set of values from the World Values Survey, comparing nation-level value structures from four types of samples in 46 countries: 1) national representation, 2) managers, 3) experts without supervisory duties, and 4) skilled workers. We analyzed the data with, and simultaneously compared, two data reduction methods: MDS plots (Shalom Schwartz's preferred method) versus exploratory factor analysis (EFA). Findings Findings: MDS plots suggested structural similarity across the four samples, whereas EFA suggests divergence. Research limitations/implications Research Implications: Whether dimensions of national culture replicate across different samples or not depends on the data reduction method. There is no one best method in an abstract sense. Researchers' choice of method should be contingent on their research philosophy: theory-driven versus empirical. Originality/value No such study has been published previously.
      Citation: Cross Cultural Management: An International Journal
      PubDate: Sat, 21 Mar 2015 00:32:16 GMT
      DOI: 10.1108/CCM-06-2014-0065
  • National cultural values, sustainability beliefs, and organizational
    • Authors: Jasmine Tata, Sameer Prasad
      First page: 278
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 2, May 2015.
      Purpose Organizations are implementing sustainability initiatives in different countries with varied socio-cultural systems. The literature on sustainability, however, does not present a clear picture of how national culture can influence interpretations of the meaning of sustainability and how these differences in interpretation can result in different sustainability practices. The purpose of this paper is to build upon the current literature by identifying mechanisms (i.e., sustainability beliefs and perceptions) that mediate the relationship between national cultural values and organizational sustainability initiatives. Design/methodology/approach We examine the literature on culture and sustainability practices, and develop a conceptual model that identifies how cultural values influence the sustainability initiatives of organizations. Several propositions are identified that specify relationships among the constructs, and guidelines are provided for testing the model in future research. Findings Our model posits that national culture influences sustainability beliefs and perceptions, which in turn influence the quantity and scope of sustainability initiatives. The relationship between sustainability beliefs and organizational sustainability initiatives is moderated by sustainability orientation and organizational capacity. Originality/value The model can help researchers and practitioners better understand the meaning of sustainability in the context of international business by identifying the mechanisms that explain the link between culture and sustainability. It can also help researchers generate hypotheses for future research. Finally, the model can guide multinational corporations attempting to drive sustainability programs through their subsidiaries as well as international developmental agencies trying to develop programs in partnership with local Non-Governmental Organizations (NGOs).
      Citation: Cross Cultural Management: An International Journal
      PubDate: Sat, 21 Mar 2015 00:32:13 GMT
      DOI: 10.1108/CCM-03-2014-0028
  • A context-specific model of organizational trust: an examination of
           cognitive and socio-affective trust determinants in unique cultural
    • Authors: Carvell N McLeary, Paula A Cruise
      First page: 297
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 2, May 2015.
      Purpose Employee trust research has been criticized for restricted theoretical conceptualization, limited contextual application and low replication of measures in organizational studies. This study expanded the theoretical framework underpinning individual-level organizational trust to include cognitive and socio-affective components in order to examine trust determinants in a unique cultural setting. Design/methodology/approach A national survey of 653 employees from six companies in Jamaica completed the perceived organizational support scale, perceived organizational justice scale, employee trust propensity scale and the organizational trust measure (Rawlins 2008) after focus groups revealed the role of socio-cultural values in employee trust relationships. Findings Controlling for common methods variance, confirmatory factor analyses revealed that a model of organizational trust that included a combination of cognitive and socio-affective determinants was more valid in the Jamaican culture than a model comprised of cognitive determinants alone. National social values of justice and respect were significant determinants of employee trust. Results also provide validity evidence for the previously non-replicated Rawlins trust scale, thereby, providing future researchers with a measure that can be readily replicated. Research limitations/implications Employee trust levels influenced participation and consequently restricted the sample size and industry profile of the survey. Cross-cultural trust researchers are therefore encouraged to design studies with similar subject loss projections. Originality/value Strict focus on the collectivistic/individualistic dimension of culture restricts researchers’ ability to measure trust effectively across a range of settings. We therefore propose the uncertainty avoidance dimension as a more valid paradigm to understand inter-cultural differences in trust orientations, particularly in restricted trust domains.
      Citation: Cross Cultural Management: An International Journal
      PubDate: Sat, 21 Mar 2015 00:32:18 GMT
      DOI: 10.1108/CCM-11-2013-0180
  • The impact of country connectedness and cultural values on the equity of a
           country’s workforce: A cross-country investigation
    • Authors: Philip DesAutels et al
      First page: 2
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 1, February 2015.
      Purpose The paper focus on the impact that country connectedness and cultural values have on the equity afforded to a country’s workforce in today’s global economy. Design/methodology/approach Drawing upon a number of large international surveys of national-level metrics, e-readiness is identified as a proxy measure for country connectedness. Cultural variables are proxied by the World Values Survey's national-level scores on 'survival/self-expression' and 'traditional/secular-rational' values. Workforce equity is captured via three measures: per capita Gross National Income (GNI) based on Purchasing Power Parity (PPP), a Gini-coefficient, and the prevalence of child labor. Stepwise regression analysis is employed to investigate expected relationships. Findings Results suggest an interesting link between the constructs investigated. A negative and significant effect of e-readiness and a negative and significant effect of traditional/secular-rational values on workforce equity are reported. In addition, the impact of e-readiness appears to be absolutely larger while thee impact of survival/self-expression values on the workforce equity is not found to be significant. Research limitations/implications The research is primarily exploratory in nature thereby providing a foundation but not an end product. Next, the data used in the research is aggregate-level data providing broad generalizations about each country. Does a country have a single culture' Is the connectivity of a country a valid measure of the regions within' We chose to use an analysis at a single point in time. A longitudinal study could provide more insight and thus help to highlight causality. The data utilized was repurposed from third-party sources. Finally, only 37 observations are used and a broader dataset could help strengthen findings further. Originality/value Uses an innovative data capture methodology that allows the investigation of an interesting and unexplored research question.
      PubDate: Wed, 17 Dec 2014 00:51:38 GMT
      DOI: 10.1108/CCM-12-2013-0184
  • Cultural distance and entry modes: implications for global expansion
    • Authors: Johanna Franziska Gollnhofer et al
      First page: 21
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 1, February 2015.
      Purpose The purpose of this paper is to take a strategic perspective on how MNEs in the retail sector decide to enter a new market. Drawing on transaction cost theory, the contingency approach and resource-based theory, the implications of the interplay between global strategy, cultural distance and entry mode strategies are examined by means of an analysis of Carrefour’s global expansion. Design/methodology/approach To account for the shortcomings of prior research, a hypothesis in the relationship between entry modes and cultural distance is tested empirically using a sample of 44 foreign market entries by Carrefour over the 40 last years. The paper uses a quantitative approach, i.e., logistic regressions. To measure cultural distance, the authors rely on the GLOBE dimensions and the Kogut-Singh Index. Findings The findings suggest a positive relationship between a resource-commitment, entry mode strategy and cultural distance for Carrefour. However, these findings are contrary to the mainstream argument that high cultural distance is related to entry strategies based on relatively low resource commitment. We explain these findings by integrating a cultural distance perspective with Carrefour’s overall global expansion strategy. Research limitations/implications Because of the chosen research approach, the research results may lack generalizability. Practical implications The paper provides insights into why prior research on cultural distance and entry modes has yielded mixed results. From a strategic viewpoint, the paper stresses the particularities of the retail sector and how retailers try to account for cultural distance in their entry mode decisions. Originality/value By focusing on a single company instead of a meta-analysis, our analysis demonstrates how the search for strategic consistency and the particularities of the retail sector reverse a well-investigated theoretical assumption. The main originality of the paper is that it shows the implications of the interplay between cultural distance and entry mode as being part of the retail firm’s overall global expansion strategy.
      PubDate: Wed, 17 Dec 2014 00:51:43 GMT
      DOI: 10.1108/CCM-07-2013-0114
  • Moderation of Doing and mastery orientations in relationships among
           justice, commitment, and trust: a cross-cultural perspective
    • Authors: Zhou Jiang et al
      First page: 42
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 1, February 2015.
      Purpose The purpose of this paper is to examine whether and how two individual value orientations—Doing (the tendency to commit to goals and hold a strong work ethic) and Mastery (an orientation toward seeking control over outside forces)—moderate: (a) the relationship between organizational justice and affective organizational commitment, and (b) the mediation role of organizational trust in this relationship. Design/methodology/approach The authors collected data from 706 employees working in 65 universities across China, South Korea, and Australia. Multi-group confirmatory factor analyses were employed to examine the cross-cultural equivalence of the measures. Hierarchical regressions were performed to test moderating effects of the two cultural value orientations. Findings Results from the full sample showed that Doing and Mastery moderated the distributive justice–commitment relationship and the procedural justice–trust relationship. Comparisons between countries demonstrated limited cross-cultural differences. Practical implications The present study adds to our understanding of the impact of individual and cultural differences on the relationship between justice and commitment, helping managers understand how employees’ reactions to justice are influenced by cultural value orientations. Originality/value This study is a pioneer in empirically integrating the value orientation framework (e.g., Doing and Mastery orientations) and justice research in a cross-cultural context based in the Asia Pacific region. It also advances cross-cultural justice research through using a mediation-moderation combination.
      PubDate: Wed, 17 Dec 2014 00:51:53 GMT
      DOI: 10.1108/CCM-02-2014-0021
  • Power distance and its moderating role in the relationship between
           situational job characteristics and job satisfaction – an empirical
           analysis using different cultural measures
    • Authors: Sven Hauff et al
      First page: 68
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 1, February 2015.
      Purpose Power distance describes a central facet of national culture, because it influences the acceptance and endorsement of job characteristics related to status and power. This has major implications for international human resource management, because the importance of different situational job characteristics for employee job satisfaction should differ across cul-tures. In this paper, we analyse if and how national power distance levels moderate different situational job characteristics’ influence on job satisfaction. Design/methodology/approach We refer to three approaches to culture: the frameworks of Hofstede and GLOBE as well as to current scores provided in a meta-analysis. Our empirical findings are derived using regression analyses on a sample covering 16 nations. Findings Our results are convincing regarding the basic job satisfaction driver model not involving culture. However, the results on power distance’s impact as well as its moderating role are strongly dependent on the culture concepts utilised. We provide an analysis of differences along the measurements behind the different concepts. Originality/value We can conclude that national differences in job satisfaction, as found in various studies, are a result of differences in situational dispositions to work life rather than a result of different cultural surroundings in terms of power distance. The question is whether this is due to power distance’s lack of impact or due to other factors, such as the difficulties of measuring culture. We discuss the differences which are due to different measurements. For ultimately confirming power distance’s moderating role and for advancing theorizing in this field, further research, which can build on the framework offered in this paper, is needed that directly measures the individual power distance facets in addition to the job characteristics and satisfaction values.
      PubDate: Wed, 17 Dec 2014 00:52:15 GMT
      DOI: 10.1108/CCM-11-2013-0164
  • Preference for group work in China and the U.S.
    • Authors: Wayne H. Decker et al
      First page: 90
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 1, February 2015.
      Purpose The goals of this paper are to determine whether Chinese and U.S. students differ in preference for group work (PGW) and whether the factors contributing to PGW differ in the two countries. Design/methodology/approach The sample included 412 Chinese and 423 U.S. college students who completed a survey measuring cultural values and motives. Hierarchical regression and simple-slope analyses were used to examine main effects and interactions. Findings Overall, the U.S. and Chinese students did not differ in PGW. Although U.S. men exceeded U.S. women in PGW, no gender difference occurred in China. PGW was positively associated with others focus (concern for what others think) and helping others in both countries, but the association was stronger in China. In China, but not in the U.S., PGW was positively associated with extrinsic motivation and need for achievement. Therefore, despite the general acceptance of group work in the U.S., participation in groups is not seen as critical in attaining rewards as it is in China. Research limitations/implications Other populations, including practicing managers, should be studied to better represent the workforce of each country. Also, other variables, including personality traits, may impact PGW. Practical implications Managers and educators should pay attention to how cultural values and motives of group members vary. Business education should offer more opportunities to increase exposure to cultural differences, including experience working in culturally diverse groups. Originality/value The study supports some traditional assumptions concerning the impact of culture upon PGW, but also suggests that a global business orientation can mitigate the impact of traditional national cultures.
      PubDate: Wed, 17 Dec 2014 00:51:35 GMT
      DOI: 10.1108/CCM-03-2013-0053
  • Volunteerism and Organisational Culture: Relationship to Organizational
           Commitment and Citizenship Behaviors in India
    • Authors: Ajay K. Jain et al
      First page: 116
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 1, February 2015.
      Purpose This study is aimed at investigating the impact of motives for volunteerism and organisational culture on organisational commitment (OC) and organisational citizenship behaviour (OCB) in Indian work context. Design/methodology/approach The data were collected from 248 middle and senior managers of a public sector organization in India. The self and other reported questionnaires were used to collect the data. Findings Results of hierarchical regression analysis have shown that personal development dimension of volunteerism was found to be the positive predictor of OC and OCB both. However, career enhancement, empathy and community concern dimensions of volunteerism had mixed effects on both the criterion variables. Furthermore, culture had not shown a significant impact on OCB; however it had a positive influence on affective and continuance commitment. Moreover, demographic variables (age, education and tenure) had strong impact on OC than OCB. Practical implications OC and OCB are highly desirable forms of employees´ behavior in which motivation for volunteerism and organizational culture can play a significant role. However both OC and OCB are differentially predicted by these antecedent variables. Originality/value This is the first study which has explored the impact of motives for volunteerism on OC and OCB in the field of organizational behavior in a non-western work context such as India.
      PubDate: Wed, 17 Dec 2014 00:51:48 GMT
      DOI: 10.1108/CCM-11-2013-0167
  • Examining the Influence of Transculturation on Work Ethic in the United
    • Authors: Dwight M Hite et al
      First page: 145
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 1, February 2015.
      Purpose The purpose of this study is to explore the influence of cultural assimilation – termed “transculturation” – on work ethic perceptions, thus this study examines trends in work ethic across ethnic and generational groups within the United States. Design/methodology/approach Following a literature review on work ethic, ethnicity, and transculturation, an analysis of variance based on 873 survey responses is presented. The sample includes undergraduate and graduate students at several public universities within the United States. Findings An empirical analysis supports our hypothesis that the variation of work ethic perceptions within the Millennial generation is significantly less than the variation among older generations. We find no significant difference in general work ethic perceptions among Millennial ethnic groups. Research limitations/implications While the study is conducted using a convenience sample, the demographics are closely representative of the United States labor force. The results suggest that Millennials, while a more diverse ethnic population, exhibit less variation among work ethic perceptions than earlier generational groups. Practical implications Understanding differences in work ethic perceptions across various ethnic groups is valuable for managers interested in designing jobs that appropriately exploit the full value of a multi-generational workforce. Originality/value The findings of this study offer new insights into how more recent generations, while more ethnically diverse, exhibit a convergence in perceptions of work ethic.
      PubDate: Wed, 17 Dec 2014 00:52:09 GMT
      DOI: 10.1108/CCM-12-2013-0190
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