Book•
Cultures and Organizations: Software of the Mind
01 Jan 1991-
TL;DR: In this article, the differences in the way strategists and their followers think are discussed, and practical solutions for those in business to help solve conflict between different groups are proposed, with a focus on how to find common problems which demand cooperation for the solution of these problems.
Abstract: Despite calls for better co-operation between countries and different cultures, there is still confrontation between people, groups and nations. But at the same time they are exposed to common problems which demand cooperation for the solution of these problems. This book helps to understand the differences in the way strategists and their followers think, offering practical solutions for those in business to help solve conflict between different groups.
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TL;DR: This paper conducted meta-analyses to assess relations among affective, continuance, and normative commitment to the organization and relations between the three forms of commitment and variables identified as their antecedents, correlates, and consequences in Meyer and Allen's (1991) Three-Component Model.
6,149 citations
Cites background from "Cultures and Organizations: Softwar..."
...Important lessons can be learned from studies that have experimented with issues of translation and item generation within non-North American cultures (e.g., Lee et al., 2001; Wasti, 1999), but what is needed is more systematic cross-cultural research in which relations among the constructs are examined in the context of existing theories of cultural differences (e.g., Hofstede, 1980, 1991 )....
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TL;DR: European Americans were found to be both more individualistic-valuing personal independence more-and less collectivistic-feeling duty to in-groups less-than others, and among Asians, only Chinese showed large effects, being both less individualistic and more collectivist.
Abstract: Are Americans more individualistic and less collectivistic than members of other groups? The authors summarize plausible psychological implications of individualism-collectivism (IND-COL), meta-analyze cross-national and within-United States IND-COL differences, and review evidence for effects of IND-COL on self-concept, well-being, cognition, and relationality. European Americans were found to be both more individualistic-valuing personal independence more-and less collectivistic-feeling duty to in-groups less-than others. However, European Americans were not more individualistic than African Americans, or Latinos, and not less collectivistic than Japanese or Koreans. Among Asians, only Chinese showed large effects, being both less individualistic and more collectivistic. Moderate IND-COL effects were found on self-concept and relationality, and large effects were found on attribution and cognitive style.
5,113 citations
Additional excerpts
...Well-being (continued) Diener, Diener, & Diener (1995) I 55 nations REP IND: Country-level assessment (Hofstede, 1991; Triandis ratings, Diener et al., 1995; United Nations, 1994); well-being data (Veenhoven, 1993; Michalos, 1991); equality and economic data (Veenhoven, 1993; World Bank, 1994) Corr....
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TL;DR: This article proposed a model based upon the subordinate's psychological attributes and the organization's situational characteristics to reconcile the differences between these assumptions by proposing a model that reconciles the differences among these assumptions.
Abstract: Recent thinking about top management has been influenced by alternative models of man.1 Economic approaches to governance such as agency theory tend to assume some form of homo-economicus, which depict subordinates as individualistic, opportunistic, and self-serving. Alternatively, sociological and psychological approaches to governance such as stewardship theory depict subordinates as collectivists, pro-organizational, and trustworthy. Through this research, we attempt to reconcile the differences between these assumptions by proposing a model based upon the subordinate's psychological attributes and the organization's situational characteristics.
4,288 citations
Cites background from "Cultures and Organizations: Softwar..."
...In high power distance cultures, children are expected to be obedient to their parents; respect for parents and elders is considered a basic virtue (Hofstede, 1991)....
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TL;DR: It is found that anticipated reciprocal relationships affect individuals' attitudes toward knowledge sharing while both sense of self-worth and organizational climate affect subjective norms, and anticipated extrinsic rewards exert a negative effect on individuals' knowledge-sharing attitudes.
Abstract: Individuals' knowledge does not transform easily into organizational knowledge even with the implementation of knowledge repositories. Rather, individuals tend to hoard knowledge for various reasons. The aim of this study is to develop an integrative understanding of the factors supporting or inhibiting individuals' knowledge-sharing intentions. We employ as our theoretical framework the theory of reasoned action (TRA), and augment it with extrinsic motivators, social-psychological forces and organizational climate factors that are believed to influence individuals' knowledge- sharing intentions.
Through a field survey of 154 managers from 27 Korean organizations, we confirm our hypothesis that attitudes toward and subjective norms with regard to knowledge sharing as well as organizational climate affect individuals' intentions to share knowledge. Additionally, we find that anticipated reciprocal relationships affect individuals' attitudes toward knowledge sharing while both sense of self-worth and organizational climate affect subjective norms. Contrary to common belief, we find anticipated extrinsic rewards exert a negative effect on individuals' knowledge-sharing attitudes.
3,880 citations
TL;DR: The authors formalizes the RBV, answering the causal "how" questions, incorporating the temporal component, and integrating RBV with demand heterogeneity models for strategic management, and outlines conceptual challenges for improving this situation.
Abstract: As a potential theory, the elemental resource-based view (RBV) is not currently a theoretical structure. Moreover, RBV proponents have assumed stability in product markets and eschewed determining resources' values. As a perspective for strategic management, imprecise definitions hinder prescription and static approaches relegate causality to a “black box.” We outline conceptual challenges for improving this situation, including rigorously formalizing the RBV, answering the causal “how” questions, incorporating the temporal component, and integrating the RBV with demand heterogeneity models.
3,634 citations