The impact of national culture on the organizational culture
The present study examined the relationships between national culture (explored by means of basic values) and organizational culture (explored by means of human resources management practices) in 16 Argentinian companies (10 national and 6 privatized). Sample was integrated by 429 employees (292 mal...
| Autor Principal: | Omar, Alicia; CONICET |
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| Otros Autores: | Urteaga, Alicia Florencia; Universidad Nacional de Entre Ríos |
| Formato: | info:eu-repo/semantics/article |
| Idioma: | spa |
| Publicado: |
Pontificia Universidad Javeriana
2010
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| Materias: | |
| Acceso en línea: |
http://revistas.javeriana.edu.co/index.php/revPsycho/article/view/276 |
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| Sumario: |
The present study examined the relationships between national culture (explored by means of basic values) and organizational culture (explored by means of human resources management practices) in 16 Argentinian companies (10 national and 6 privatized). Sample was integrated by 429 employees (292 male, and 184 female), mean age 35 years old. Subjects completed, in their own laboral places, a sociodemographic questionnaire, a scale of national culture, and a scale of organizational practices. Results indicated that organizations adopt practices that, on average, reflect the cultural values of their country of origin. Multiple regression analysis showed that Argentinian national companies are characterized by practices (employee, and rigid system-oriented) closely associated with collectivism, hight power distance, and hight uncertainty avoidance. In contrast, Argentinian privatized companies adopted practices (results, market, and open system-oriented) most linked to individualism, low power distance, low uncertainty avoidance, law paternalism, and low fatalism. The results are discussed in light of its strengths and weaknesses, and a new agenda for future research is suggested. |
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