The moderating effects of national culture on the development of organizational learning culture: A multilevel study across seven countries (original) (raw)
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JEEMS, 18(1): 97-134.
This study examines the moderating effects of national culture dimensions (Hofstede 1980) on three key elements in the development of organisational learning culture: information acquisition, information interpretation and behavioral and cognitive changes. Data were collected from 1333 companies in three CEE countries (Slovenia, Croatia, Macedonia) and other regions. The results showed that four national cultural dimensions (power distance, individualism, masculinity, and uncertainty avoidance) had no significant moderating effects on the relationship between information acquisition and information interpretation. However, the relationship between information interpretation and behavioral and cognitive changes was positively moderated by power distance, and negatively moderated by individualism, masculinity and uncertainty avoidance.
National Culture and Organizational Learning
2016
The paper studies the influence of national culture on organizations' preferences regarding selection amongst forms of organizational knowledge and character of organizational learning processes. The goal of the paper is to generate some new hypothesis about the possible influence of national culture on organizational learning based on Hofstede's concept of cultural dimensions and Nonaka's concept of forms and processes of organizational learning. Previous studies have shown that it is reasonable to assume that individualism and masculine values within national culture imply preference in favour of explicit knowledge and externalization and combination as forms of organizational learning. Collectivism and feminine values in national culture imply preference toward tacit knowledge along with socialization and internalization as forms of organizational learning.
Asia Pacific Institute of Advanced Research, 2017
Organizations are culture-bound (Hofstede, 2001). A proponent of the organizational culture would argue that organizational culture has a profound impact on the performance and sustainability to the organization; yet, the supporters of national culture believe that national cultures can play a role in distracting or strengthening the organizational culture to shape the organization and boost the performance of the organization. Some scholars pose questions about whether national cultures constrain organizational culture (Gerhart, 2008). However, Hofstede (2001) argued that to achieve great performance an organization should pay attention to national culture. Each proponent has compelling arguments as to why their side has a much profound impact compare to the other side. Organizational learning is primarily about individuals learning within their organization. Human learning in an organizational context is strongly influenced by the organization, having consequences to the organization, which results at the organizational level can only be inferred by observing the learning process of everyone within it. This study aimed to investigate the organizational learning capability among employees, as organizational culture intertwined with different national cultures. Data are collected by in-depth interviewing Expatriates and local workforce in a multinational company and in one higher education institution in Jakarta; exploring individual perceived organizational learning capability: experimentation, risk-taking, interaction with the external environment, dialog, and participative decision making.
The Connection between National Culture and Organizational Culture: A Literature Review
Britain International of Humanities and Social Sciences (BIoHS) Journal
Although there is a major challenge for international business to successfully adapt various cultures and their influence on the everyday operations of businesses. Such aptness needs to comprehend culture, cultural variety, opinions, stereotypes and values. Culture directs the way human beings act and conduct themselves in certain situations in life. It also explicates the way people from time to time treat others or talk about others. Consequently, culture in this circumstances is understood by a distinct set of people through its ideas, values, and traditions. These are the ideas, values, aspirations and traditions formed overtime by organisations that justified them to label it as ‘organizational culture’. This study made an analysis on the dissimilarities between national culture and organizational culture and discovered that Management under no circumstances can change a national culture, it can only know and utilize it. Whereas management can construct and occasionally change ...
Analyzing How Cultural Norms Affect Learner Preferences in Organizational Learning Programs
Multicultural Andragogy for Transformative Learning, 2019
Offering organizational learning programs that engage employees within the culture may help them implement strategies learned within the organization. The current theoretical research scope was performed to bring a greater understanding of the effects of cultural norms upon learner preferences in organizational learning programs along with self-leadership strategies and general self-efficacy due to the possible effects of individual characteristics upon the overall organizational performance. Due to the intrinsic motivation and biological makeup of the individual, a learner style may be skewed simply because their perception of the cultural norms and effectiveness of the organizational learning program. Cultural norms may have an effect upon learner preference within organizational learning programs; however, the magnitude and direction affects learner preference may be dependent upon self-leadership strategies and the level general self-efficacy.
The Impact of National Culture on Knowledge Sharing: the moderate role of Organizational Culture
المجلة العربیة للإدارة, 2022
Purpose: Examine the impact of national culture based on Hofstede' s concept of cultural dimensions on knowledge sharing and the moderate role of the organizational factors as success factors. Design\ methodology\ approach: The descriptive and inferential approach relying on a simple random sample among local and international employees working in Saudi Arabian Military Industries (SAMI) company. An electronic questionnaire distributed for this purpose. Findings: Collectivism, Femininity, LO, and SR are positively impact on KS, while PD, I, M, UA, SO, and ID are negatively impact the KS. Moreover, OC play a moderate role as success factor to maximize the advantage of PD, C, F, LO and SR and minimize the impact of I, M, UA, SO and ID on KS. In addition, the index of six national cultural dimensions of the sample understudy was compared to original Hofstede index and resulted on almost the same values. Originality / value: There are a few studies that examine the effect of the indulgence/self-restraint dimension. Moreover, most studies focus on single culture and there are a few studies that compare the national culture between two or more countries. Finally, there is no study has been conducted to examine the moderate role of organizational culture in this relationship. All of these aspects give uniqueness to this study and encourage to fill-up those gaps.
Organizational Culture and Learning Organization: An Empirical Study of the Colleges in Bhutan
Asian Journal of Education and Social Studies
Aims: The study assessed the learning organization (LO) dimensions, dominant culture, and the relationship between the organizational culture and learning organization dimensions of the colleges of Royal University of Bhutan (RUB). Study Design: It was a correlational study. Place and Duration of Study: The sample consisted of teaching and non-teaching staff of the colleges of RUB. The survey was conducted in Bhutan between February and April 2022. Methodology: The study participants were 201 teaching (161) and non-teaching (40) staff of the colleges of RUB. The Organizational Culture Assessment Instrument (OCAI) was used to analyze the culture of the colleges. The Dimensions of the Learning Organization Questionnaire (DLOQ) was used to examine the LO characteristics of the colleges. IBM SPSS (Statistical Product and Service Solutions) version 21 was used for data analysis. Results: RUB can be considered as a learning organization, as the average (4.051) of the DLOQ dimensions’ rati...