The Importance of National Culture Studies in the Organizational Context (original) (raw)
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The purpose of this paper is to investigate the relationship between National Culture (NC) and Organisational Culture (OC) in the context of private sector organisations in Iran. This paper outlines some frameworks of NC and OC then looks at some relevant specific cultural perceptions on the part of Iranian managers. The NC and OC of several organizations in Iran were investigated using survey methodology. Questionnaires were distributed through organisations either by email or hard copy. 221 questionnaires were returned. To investigate NC the researcher used the Dorfman and Howell questionnaire. Furthermore, to study OC the researcher used the Organisational Culture Assessment Instrument (OCAI) which is based on the CVF framework. Regression analysis of the results showed that most of the dimensions of NC have insignificant relationship with OC except for the relationship of NC with clan culture. However, the correlations analyses provide some additional support for the association between these two constructs. This paper concludes that company size can serve as an important and significant moderator of the association between NC and OC within these data. Moreover, the results indicate that both education and position serve as significant controls of the association between NC and OC. It is recommended that researchers should consider the industrial cultural effect as a factor that would help for a better understanding of the relationship between NC and OC phenomena.
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Cross Cultural Management: An International Journal, 2014
Purpose– The researchers in this study reviewed the literature to locate the most relevant multicultural theories, factors, and instruments in order to measure Albania's national culture. The paper aims to discuss these issues.Design/methodology/approach– An innovative combination of exploratory and confirmatory factor analysis was used to fit the multicultural construct to the sample data and then estimate the national culture (n=73). The multicultural indexes were calculated for five generally accepted national culture factors to compare with the benchmarks published in the literature.Findings– The multicultural indexes were calculated for five generally accepted national culture factors to compare with the benchmarks published in the literature. An asymmetric plot was created for critical comparison of Albania with five other theoretically selected countries, using the indexes for PDi, ICi, MFi, UAi, and LTi. Albania was found to be most similar to its Balkan and Turkish neighbors, as compared with Asian or Western cultures such as that of the USA.Research limitations/implications– The researchers discussed the implications of knowing Albania's national culture profile with reference to how other countries might collaborate and transact with this emerging transition economy.Practical implications– From a business standpoint, the multicultural indexes for Albania provide general indicators of the national beliefs, norms and values, which foreign organizations may compare to their own cultural profile when interacting with professionals in this country. The best use for such indexes is for benchmarking and comparison. Foreign government, private corporations, or nonprofit organizations may compare their own culture profile with that of Albania to be aware of the similarities and differences.Originality/value– Albanian national culture was estimated for the first time in the literature, using a five-factor model adapted from the work of Hofstede.
2010
The scientific references consider that the influence of culture on organization and leading, on management in general, should be examined from two viewpoints: that of national culture and corporate culture. Although, there is a direct relationship between the two types of culture, and they are mutually influencing each other, they are not identical phenomena, they are different in nature. Over time, specialists have confirmed the influence of national and corporate culture on the behaviour of managers, on their style and work behaviour, reaching the conclusion that corporate culture does not erase or diminish the national culture; on the contrary, sometimes it even maintains or increases the national differences.