Journal articles: 'Cultural fit'

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Hendrickson, Sherry Garrett. "Beyond Translation... Cultural Fit." Western Journal of Nursing Research 25, no. 5 (August 2003): 593–608. http://dx.doi.org/10.1177/0193945903253001.

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Lee, Jee Young, and Wonho Jeung. "The Differential Effects of P-O Cultural Fit and P-T Cultural Fit." Academy of Management Proceedings 2016, no. 1 (January 2016): 13447. http://dx.doi.org/10.5465/ambpp.2016.13447abstract.

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Massey, Anne P., Mitzi Montoya-Weiss, Caisy Hung, and V. Ramesh. "Cultural Perceptions of Task-Technology Fit." Communications of the ACM 44, no. 12 (December 2001): 83–84. http://dx.doi.org/10.1145/501317.501353.

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McKinnon, Ashley. "Assessing cultural fit for technical staff." APPEA Journal 48, no. 2 (2008): 448. http://dx.doi.org/10.1071/aj07038.

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Weber, Yaakov, and Ehud Menipaz. "Measuring cultural fit in mergers and acquisitions." International Journal of Business Performance Management 5, no. 1 (2003): 54. http://dx.doi.org/10.1504/ijbpm.2003.002100.

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Rechsteiner, Frank. "Active Sourcing, Content Recruiting & Cultural Fit." Wissensmanagement 1, no. 4 (August 2019): 34–36. http://dx.doi.org/10.1007/s43443-019-0062-1.

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FRIEDMAN, MIKE, W. STEVEN RHOLES, JEFFRY SIMPSON, MICHAEL BOND, ROLONDO DIAZ-LOVING, and CLARE CHAN. "Attachment avoidance and the cultural fit hypothesis: A cross-cultural investigation." Personal Relationships 17, no. 1 (March 2010): 107–26. http://dx.doi.org/10.1111/j.1475-6811.2010.01256.x.

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Lee, Jee Young, and Yumi Seo. "Are There Differences in the Effects of P-O and P-T Cultural Fits on Work Attitudes and Task Performance? The Moderating Effect of Supportive Leadership." Sustainability 11, no. 18 (September 17, 2019): 5079. http://dx.doi.org/10.3390/su11185079.

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Organizational culture and individual employees’ fit with it have been found to be important factors affecting sustainable management. However, the effects of person–team cultural fit (P-T cultural fit) has not been much studied regarding its differential effects compared to other types of person–environment fit (P-E fit). The present study examined how person–organizational cultural fit (P-O cultural fit) and P-T cultural fit have a differential impact on work attitudes and task performance and investigated the moderating role of a team leader’s supportive leadership. Using longitudinal data collected from 1539 employees, the results show that P-O cultural fit and P-T cultural fit had a significant positive relationship with organizational commitment, while P-T cultural fit also showed a significant positive relationship with team commitment and task performance. In addition, supportive leadership had significant moderating and enhancing effects on the impact of P-T cultural fit on both organizational and team commitment. As the most proximal unit of individuals’ work environment, the congruence between individual and team values plays a crucial role in improving individuals’ attitudes and task performance. Our results thus yield practical implications on the importance of team cultural management in the context of sustainable management.

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Smith, Sandra Susan, and Kara Alexis Young. "Want, Need, Fit." Work and Occupations 44, no. 2 (November 4, 2016): 171–209. http://dx.doi.org/10.1177/0730888416676513.

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Drawing from a unique dataset based on 146 in-depth, semistructured interviews with a nonrandom sample of ethnoracially and class diverse workers at one large public sector employer, the authors link job contacts’ patterns of assistance to three distinct cultural logics of job-matching assistance—defensive individualism, particularism, and matchmaking—which differed along three dimensions: (a) the primary criteria upon which help was contingent, (b) the perceived risk faced, and (c) the screening practices contacts used. These findings contribute to a small but growing body of research highlighting the cultural logics that inform where, how much, and to whom job information and influence flows.

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Kim, Soyeon, Izumi Mori, and Abd Rahman Abdul Rahim. "Cultural values matter." International Journal of Cross Cultural Management 18, no. 1 (March 5, 2018): 87–103. http://dx.doi.org/10.1177/1470595818759570.

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As the economic footprint of developing countries increases, talent management grows in importance for foreign multinational companies in emerging markets. Multinational companies, however, face fierce competition for local talent, and competitive recruiting calls for practical knowledge about the personal traits of job applicants. The present study applies a cross-cultural perspective to this issue, exploring how individually held cultural values influence the attractiveness of Japanese companies in Malaysia. Drawing on similarity-attraction theory and person–organization fit theory, the study quantitatively analyses data from a paper-based survey of 245 prospective jobseekers. The findings indicate that an individual cultural value fit with the foreign company’s country of origin is significant predictors of employer attractiveness. Specifically, the study finds that potential Malaysian jobseekers who are lower in power distance and higher in risk aversion and long-term orientation view Japanese companies as attractive future employers and have higher job-pursuit behavior. Based on this finding, the study discusses theoretical and practical contributions to corporate employment strategies.

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Gloria, Alberta M., Jeanett Castellanos, Theresa A. Segura-Herrera, and Melissa Mayorga. "Assessing Cultural Orientation, Cultural Fit, and Help-Seeking Attitudes of Latina Undergraduates." Journal of College Counseling 13, no. 2 (September 2010): 126–40. http://dx.doi.org/10.1002/j.2161-1882.2010.tb00054.x.

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Wallace, Anthony F. C. "Technology in Culture: The Meaning of Cultural Fit." Science in Context 8, no. 2 (1995): 293–324. http://dx.doi.org/10.1017/s0269889700002039.

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The ArgumentThe thesis of this paper is that there are three basic processes by which a technological innovation is fitted into an existing culture: (1) Rejection, in situations where all interested groups are satisfied with a traditional technology and reject apparently superior innovations because they would force unwanted changes in technology and ideology; (2) Acceptance, in situations where a new technology is embraced by all because it appears to serve the same social and ideological functions as an inferior, or inoperative, traditional technology; and (3) — most commonly in complex societies — conflict over acceptance or rejection, in situations where a new technology introduced or proposed by one group, who perceive it as advancing their interests, is resisted by another group, who perceive it as threatening their welfare. A traditional tripartite concept of culture is employed, distinguishing technology, social organization, and ideology. Four case studies are introduced to illuminate the issue: the Thonga tribesmen of Mozambique, whose occupation as gold and diamond miners at first suited perfectly the requirements of the Thonga lineage and marriage system; the Yir Yoront of Australia, an aboriginal group who found that the steel axe introduced by whites disrupted the patriarchal status system and confounded their mythology; the Senecas, an American Indian tribe that for generations rejected male plow agriculture because their way of life was organized around female horticulture, but who took up male agriculture at the urging of a prophet when traditional male roles disintegrated on the reservation; and the anthracite miners and mine operators of nineteenth-century Pennsylvania, who discovered that fundamental changes in both social organization and ideology were needed in order to cope with catastrophically high rates of industrial accidents attendant on the new system of deep-shaft mining.

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Patyal, Vishal Singh, Sudhir Ambekar, Anand Prakash, Dipayan Roy, and Amit Hiray. "Assessment of cultural fit between buyers and suppliers." International Journal of Quality & Reliability Management 37, no. 4 (February 17, 2020): 635–58. http://dx.doi.org/10.1108/ijqrm-12-2018-0338.

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PurposeThe present study proposes a model to examine the cultural fit between buyers and suppliers for establishing synergies in their processes and practices.Design/methodology/approachThis study assessed buyers' culture through the Competing Values Framework and used Quality Management Practices Model as a proxy to assess suppliers' culture. The data from 262 paired respondents were used for this analysis. This survey was administered in India, using linear snowball-sampling technique. This study applied 3SLS regression for each culture group separately.FindingsThis study has instituted the cultural fit between the buyers' and suppliers' culture. It is observed that for getting synergies between cultures, buyers need to choose a set of suppliers which have similar cultural traits.Research limitations/implicationsThis study presents empirical findings based on data from Indian manufacturing firms. These findings need testing in other developing countries and other sectors.Practical implicationsOrganizations can formulate right policies for supplier selection based on the cultural fit between buyers and suppliers.Originality/valueWith increasing role of suppliers in the value chain, organizations around the world need to work with the right suppliers for gaining a sustainable competitive advantage. Selection of the right suppliers depends on the cultural fit between buyers and suppliers that, in turn, depends on the selection of the right suppliers based on the prevailing culture.

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Khajanchi, Naveen. "Cultural Fit for Leadership Roles in Family Businesses." NHRD Network Journal 10, no. 1 (January 2017): 90–93. http://dx.doi.org/10.1177/0974173920170119.

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Vajjhala, Narasimha Rao, and Kenneth David Strang. "Measuring Organizational-Fit Through Socio-Cultural Big Data." New Mathematics and Natural Computation 13, no. 02 (July 2017): 145–58. http://dx.doi.org/10.1142/s179300571740004x.

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We propose that businesses, government, and not-for-profit entities could benefit from a better understanding of organizational behavior through the lens of a contemporary global culture model. Human resourcing and partnering decisions could be improved by using global culture to ensure a better organizational-fit as well as to reduce the risk of destructive relationship dependencies. For an extreme-limits example, a company could inadvertently hire a terrorist or a social loafer seeking to steal competitive intelligence. A big data approach supported by a socio-cultural framework could help in hypothesis testing which is essential for advancing the body of knowledge in organizational behavior. This paper will make a scholarly contribution by identifying literature relevant to collecting and analyzing organizational big data that could explain beneficial socio-cultural behavior. This paper will explore how sources of qualitative big data could be collected and then analyzed to measure organizational-fit factors relevant for decision-making.

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Franck, Guillaume. "Mergers and acquisitions: Competitive advantage and cultural fit." European Management Journal 8, no. 1 (March 1990): 40–43. http://dx.doi.org/10.1016/0263-2373(90)90048-b.

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Teye, Emmanuel Tetteh, Alexander Narh Tetteh, Abraham Teye, Seth Yeboah Ntim, Beatrice Ayerakwa Abosi, Olayemi Hafeez Rufai, and Qian He. "The Role of Individual Absorptive Capacity, Subjective-Wellbeing and Cultural Fit in Predicting International Student’s Academic Achievement and Novelty in China." International Journal of Higher Education 7, no. 6 (December 4, 2018): 78. http://dx.doi.org/10.5430/ijhe.v7n6p78.

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This study investigated the role of cognitive-(absorptive capacity), psychological-(subjective-wellbeing) and cultural-fit-factors as predictors of academic achievement-novelty in a Chinese-C9-league-University. We addressed the question of what drive student’s achievement of high graduations requirements and innovativeness in their Host-University; focusing mainly on whether interactionistic-nature-(fit-capabilities) are better mechanisms. The quantitative approach was adopted; collect 234 valid data via survey questionnaire, and conduct analysis via structural equation modeling technique. We found that individual-absorptive-capacity has significant effect on supervisor-fit, but a non-significant effect on university-fit dimensions of cultural-fit. Subjective-wellbeing significantly affects both dimensions of cultural-fit. The findings further show how supervisor-fit and university-fit indirectly mediate the (absorptive-capacity, subjective-wellbeing)-achievement-novelty relationship. We highlight the importance of cultural-diversity-awareness; considering supervisor-institutional-fit-factors in research-mentorship-development to support international-students ‘induction for research productivity in educational-settings.

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Klimas, Patrycja. "A cultural fit in cooperation – recognition of the cultural facet of game developers." Management Sciences 24, no. 1 (2019): 3–10. http://dx.doi.org/10.15611/ms.2019.1.01.

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Bhattacharya, Sonali, Monica Kunte, and Pooja Sharma. "Cultural factors affecting early turnover intention moderated by person-job fit and person-supervisor fit." International Journal of Indian Culture and Business Management 17, no. 3 (2018): 338. http://dx.doi.org/10.1504/ijicbm.2018.094588.

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Sharma, Pooja, Sonali Bhattacharya, and Monica Kunte. "Cultural factors affecting early turnover intention moderated by person-job fit and person-supervisor fit." International Journal of Indian Culture and Business Management 17, no. 3 (2018): 338. http://dx.doi.org/10.1504/ijicbm.2018.10015361.

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Makraiova, Jana, Erika Pokorna, and Paul Woolliscroft. "Person-organisation Fit in the Context of Cultural Learning." Procedia Engineering 69 (2014): 712–19. http://dx.doi.org/10.1016/j.proeng.2014.03.046.

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Kun, András István, and Mária Ujhelyi. "Cultural fit and academic performance of higher education students." Vezetéstudomány / Budapest Management Review 49, no. 11 (November 14, 2018): 12–23. http://dx.doi.org/10.14267/veztud.2018.11.02.

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Behery, Mohamed H., and Robert A. Paton. "Performance appraisal‐cultural fit: organizational outcomes within the UAE." Education, Business and Society: Contemporary Middle Eastern Issues 1, no. 1 (February 29, 2008): 34–49. http://dx.doi.org/10.1108/17537980810861501.

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Weber, Yaakov. "Corporate Cultural Fit and Performance in Mergers and Acquisitions." Human Relations 49, no. 9 (September 1996): 1181–202. http://dx.doi.org/10.1177/001872679604900903.

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Bye, Hege Høivik, Jøri Gytre Horverak, Gro Mjeldheim Sandal, David Lackland Sam, and Fons JR van de Vijver. "Cultural fit and ethnic background in the job interview." International Journal of Cross Cultural Management 14, no. 1 (June 26, 2013): 7–26. http://dx.doi.org/10.1177/1470595813491237.

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Ambos, Björn, and Bodo B. Schlegelmilch. "Innovation in multinational firms: Does cultural fit enhance performance?" Management International Review 48, no. 2 (April 2008): 189–206. http://dx.doi.org/10.1007/s11575-008-0011-2.

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Heyes, Cecilia. "Psychological Mechanisms Forged by Cultural Evolution." Current Directions in Psychological Science 29, no. 4 (June 4, 2020): 399–404. http://dx.doi.org/10.1177/0963721420917736.

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The adaptive features of cognitive mechanisms, the features that make them fit for purpose, have traditionally been explained by nature and nurture. In the last decade, evidence has emerged that distinctively human cognitive mechanisms are also, and predominantly, shaped by culture. Like physical technology, human cognitive mechanisms are inherited via social interaction and made fit for purpose by culture evolution. This article surveys evidence from developmental psychology, comparative psychology, and cognitive neuroscience indicating that imitation, mentalizing, and language are “cognitive gadgets” shaped predominantly by cultural evolution. This evidence does not imply that the minds of newborn babies are blank slates. Rather, it implies that genetic evolution has made subtle changes to the human mind, allowing us to construct cognitive gadgets in the course of childhood through cultural learning.

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O'Brien, Michael J. "Archaeology and cultural macroevolution." Behavioral and Brain Sciences 29, no. 4 (August 2006): 359–60. http://dx.doi.org/10.1017/s0140525x06369087.

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Given the numerous parallels between the archaeological and paleontological records, it is not surprising to find a considerable fit between macroevolutionary approaches and methods used in biology – for example, cladistics and clade-diversity measures – and some of those that have long been used in archaeology – for example, seriation. Key, however, is recognizing that this methodological congruence is illusory in terms of how evolution has traditionally been viewed in biology and archaeology.

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JACOBSEN, DAG INGVAR, TORE HILLESTAD, BIRGITTE YTTRI, and JARLE HILDRUM. "ALTERNATIVE ROUTES TO INNOVATION — THE EFFECTS OF CULTURAL AND STRUCTURAL FIT." International Journal of Innovation Management 24, no. 01 (January 3, 2019): 2050006. http://dx.doi.org/10.1142/s1363919620500061.

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A configurational approach to organizations assumes that structural and cultural characteristics must be in “fit” to produce the wanted outcome. With a focus on innovation, this study examines empirically to what extent innovative activities with a large, global telecom company are produced by an innovative culture, an innovative structure, as well as the fit between the two. Based on an extensive survey (N = 21064, response rate = 65) of employees in seven countries in Europe and Asia, data was aggregated to unit level as culture by nature is a collective phenomenon. The empirical analysis detected both the individual effects of culture strength and homogeneity, structure, as well as the fit between the two. The results indicate that an innovative culture and an organic structure indeed fosters innovation, but that, somewhat surprisingly, there are not effects of the fit between the two. Both practical and theoretical implications are discussed.

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Siakas, Kerstin, and Dimitrios Siakas. "Cultural and Organisational Diversity Evaluation (CODE)." Strategic Outsourcing: An International Journal 8, no. 2/3 (June 15, 2015): 206–28. http://dx.doi.org/10.1108/so-04-2015-0012.

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Purpose – This paper aims to present the Cultural and Organisational Diversity Evaluation (CODE) model and its subsequent electronic tool, aiming to assess the cultural fit of global partners. Design/methodology/approach – The study is a longitudinal study for gaining profound insights into cultural differences and for increasing understanding of human dynamics influencing the success of global relationships. A multi-method including overlapping qualitative and quantitative research methodology was used comprising interviews, observations and questionnaires. Findings – Incorporating cultural knowledge and understanding of the specific context of the partners in global transactions was found to bring added value to global partners. The results of the pilot studies suggest that increased appreciation and awareness of cultural diversity in global transactions are important factors for achieving harmonised distributed collaboration. Such awareness, also called cultural intelligence, can be reached by using a customised assessment tool that evaluates the particularities of the partners. Research limitations/implications – The conceptual CODE model has so far only been piloted in a few cases in a longitudinal study and is not a commercial tool. Practical implications – Raising awareness of cultural concerns is important for organisations that are involved in global transactions to improve communication, mutual understanding and effectivity. The CODE assesses the cultural fit of partners in a global context. Social implications – Organisations involved in global transactions would benefit from understanding the culture of partners for improved effectiveness. Originality/value – The CODE model, an instrument for assessing the fit between organisational and national culture, is a novel model developed by the authors.

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Molz, Jennie Germann. "Cosmopolitan Bodies: Fit to Travel and Travelling to Fit." Body & Society 12, no. 3 (September 2006): 1–21. http://dx.doi.org/10.1177/1357034x06067153.

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Tomei, Patricia Amelia, and Giuseppe Maria Russo. "Cultural Fit and Desired Organizational Values: The Case of ARFCO." Organizational Cultures: An International Journal 16, no. 3 (2016): 27–49. http://dx.doi.org/10.18848/2327-8013/cgp/v16i03/27-49.

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Cheung, Hoi Yan, and Alex Wing Ho Chan. "Education and competitive economy: how do cultural dimensions fit in?" Higher Education 59, no. 5 (July 21, 2009): 525–41. http://dx.doi.org/10.1007/s10734-009-9263-4.

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Kupo, V. Leilani. "The ‘Jordan’ Education Reform?: Questioning Cultural Relevance and Educational Fit." World Studies in Education 11, no. 1 (January 1, 2010): 71–83. http://dx.doi.org/10.7459/wse/11.1.07.

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Devi, Sharmila. "Jumping cultural hurdles to keep fit in the Middle East." Lancet 388, no. 10051 (September 2016): 1267–68. http://dx.doi.org/10.1016/s0140-6736(16)31709-3.

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Ward, Colleen, and Weining C. Chang. "“Cultural fit”: A new perspective on personality and sojourner adjustment." International Journal of Intercultural Relations 21, no. 4 (November 1997): 525–33. http://dx.doi.org/10.1016/s0147-1767(97)00023-0.

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Porter, Scott E., Afshin E. Razi, and T. Bennett Ramsey. "Novel Strategies to Improve Resident Selection by Improving Cultural Fit." Journal of Bone and Joint Surgery 99, no. 22 (November 2017): e120. http://dx.doi.org/10.2106/jbjs.17.00225.

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Kurman, Jenny, and Chin-Ming Hui. "Cultural regulatory fit and strategies for coping with unsuccessful outcomes." European Journal of Social Psychology 42, no. 4 (December 30, 2011): 482–89. http://dx.doi.org/10.1002/ejsp.1838.

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Clear, Tony. "Exploring the notion of 'cultural fit' in global virtual collaborations." ACM Inroads 1, no. 3 (September 2010): 58–65. http://dx.doi.org/10.1145/1835428.1835444.

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Gloria, Alberta M., Jeanett Castellanos, Yong Sue Park, and Daniel Kim. "Adherence to Asian Cultural Values and Cultural Fit in Korean American Undergraduates' Help-Seeking Attitudes." Journal of Counseling & Development 86, no. 4 (October 2008): 419–28. http://dx.doi.org/10.1002/j.1556-6678.2008.tb00530.x.

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Esen, A., and G. Alpay. "Exploring the impact of firm- and relationship-specific factors on alliance performance: Evidence from Turkey." South African Journal of Business Management 48, no. 2 (June 30, 2017): 11–21. http://dx.doi.org/10.4102/sajbm.v48i2.24.

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This study investigates the impact of firm-specific (i.e., alliance orientation and partner selection criteria) and relationship-specific (i.e., strategic fit, cultural fit, and organizational fit) factors on alliance performance and assesses the mediating role of trust in the relationship between relationship-specific factors and alliance performance. Partial least squares analysis is applied to a data set of 106 strategic alliances, including both equity alliances (joint ventures) and non-equity alliances (contractual alliances). The empirical results reveal that alliance orientation and strategic fit lead to superior alliance performance and that cultural fit is positively related to partner trustworthiness. The results have managerial implications regarding how to maximize the positive outcomes of an alliance.

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Martinez, Dolores P., David W. Plath, and Jacquetta F. Hill. "Fit Surroundings." Journal of Japanese Studies 22, no. 1 (1996): 218. http://dx.doi.org/10.2307/133069.

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Olaru, Gabriel, and Daniel Danner. "Developing Cross-Cultural Short Scales Using Ant Colony Optimization." Assessment 28, no. 1 (May 16, 2020): 199–210. http://dx.doi.org/10.1177/1073191120918026.

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This article demonstrates how the metaheuristic item selection algorithm ant colony optimization (ACO) can be used to develop short scales for cross-cultural surveys. Traditional item selection approaches typically select items based on expert-guided assessment of item-level information in the full scale, such as factor loadings or item correlations with relevant outcomes. ACO is an optimization procedure that instead selects items based on the properties of the resulting short models, such as model fit and reliability. Using a sample of 5,567 respondents from five countries, we selected a 15-item short form of the Big Five Inventory–2 with the goal of optimizing model fit and measurement invariance in exploratory structural equation modeling, as well as reliability, construct coverage, and criterion-related validity of the scale. We compared the psychometric properties of the new short scale with the Big Five Inventory–2 extra-short form developed with a traditional approach. Whereas both short scales maintained the construct coverage and criterion-related validity of the full scale, the ACO short scale achieved better model fit and measurement invariance across countries than the Big Five Inventory–2 extra-short form. As such, ACO can be a useful tool to identify items for cross-cultural comparisons of personality.

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Pudjiarti, Emiliana Sri, and Prihatin Tiyanto Priagung Hutomo. "INNOVATIVE WORK BEHAVIOUR: AN INTEGRATIVE INVESTIGATION OF PERSON-JOB FIT, PERSON-ORGANIZATION FIT, AND PERSON-GROUP FIT." Business: Theory and Practice 21, no. 1 (February 4, 2020): 39–47. http://dx.doi.org/10.3846/btp.2020.9487.

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In relation to the problem of SME productivity, it is necessary to investigate whether there is a problem of mismatch between workers and work and groups and corporate cultural values. This study aims to analyze whether the concept of innovative work behavior can mediate the relationship of person-job fit, person-organization fit and person-group fit to job performance. The study was conducted in the metal SME industry in Tegal Regency, with 256 respondents. Data collection tools use questionnaires and interviews. Data analysis is done with a structural equation model. Based on the results of the analysis, there is a positive relationship between variables. This illustrates that the challenges of SMEs in the future are to maintain the best human resources to remain committed to the organization. In maintaining its existence, alignment of individual values with work, organization and groups is the best tool to achieve goals through innovative changes in employee behavior, and also to lay a solid foundation in the recruitment and selection process of new employees that have the potential to increase job performance.

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Verbos, Amy Klemm, Deanna M. Kennedy, Joseph S. Gladstone, and Carolyn Birmingham. "Native American cultural influences on career self-schemas and MBA fit." Equality, Diversity and Inclusion: An International Journal 34, no. 3 (March 20, 2015): 201–13. http://dx.doi.org/10.1108/edi-05-2014-0044.

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Purpose – The purpose of this paper is to develop two new constructs (career self-schemas and career locus) and present a conceptual model of the influence of Native American culture on MBA fit. Design/methodology/approach – Using a social cognitive lens on career theory, the authors examine the possible effects of cultural influences on the fit between Native Americans’ career goals and an MBA. Specifically, the authors propose that cultural factors contribute to career self-schemas inconsistent with Native American perceptions of business graduate education. Career self-schemas are an individual’s cognitive map of the self in his or her career. Findings – The conceptual model proposes that aspects of career self-schemas may explain lagging Native Americans’ MBA fit: the MBA is culturally inconsistent, and a community career locus. Research limitations/implications – The model needs to be tested empirically. This research has implications that extend beyond Native Americans to help explain the career aspirations of other diverse groups. Social implications – Native Americans are, in recent years, engaging in economic development that would benefit from Native Americans with MBAs. The authors make recommendations for increasing Native American interest in MBA programs. Originality/value – This paper introduces the constructs of career self-schemas and career locus to explain lagging MBA fit for Native Americans. The constructs may also be applied in other cultures and with other ethnic groups to explain differences in career choice. It may be particularly helpful in an international context.

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Cervi, Laura, and Santiago Tejedor. "“Africa does not Fit in Europe”." Migraciones. Publicación del Instituto Universitario de Estudios sobre Migraciones, no. 51 (May 7, 2021): 241–68. http://dx.doi.org/10.14422/mig.i51y2021.008.

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The politicization of immigration has moved the debate about immigration at the center of the run-up of elections, creating the breeding ground for the electoral breakthrough and success of right-wing populist parties. This article aims at disclosing the narrative of immigration and its politicization in VOX’s discourse, comparing it to the Italian Lega party. Clause-based semantic text analysis reveals that both parties share the classic characteristics of nativist populism: the representation of a virtuous and hardworking people, threatened by the invasion by some “others”, immigrants, who intrude the sovereign, antispace of natives to exploit and commit crimes. In both cases, the concept of space is manipulated, representing countries as limited spaces, allowing to depict immigrants as a threat to legitimize negative political responses. The study also identifies a novelty: the construction of the rescue NGOs as the new antagonist actor.

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Wolonciej, Mariusz Tomasz. "Do jobs matter more than nations? Cultural constraints on organizational performance." Journal of Organizational Change Management 31, no. 3 (May 14, 2018): 494–511. http://dx.doi.org/10.1108/jocm-04-2017-0137.

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Purpose The purpose of this paper is to introduce new perspectives on the job position analysis practice rooted in the traditional person-job fit approach. It highlights selected theoretical assumptions and the case of a company challenged by hidden cultural constraints on the work environment. The author attempts to show how human resources management may benefit from incorporating the aspect of cultural traits in job position analysis. Next, the author provides a regulatory definition of a job position culture, followed by practical guidelines to facilitate a better person-job fit across various work environments. Design/methodology/approach The paper opts for a conceptual contribution by introducing a new term “job position culture” as, companies are challenged by new management difficulties when creating universal job position descriptions and a better person-job fit. The paper highlights the need of including additional, cultural aspects of the work environment to better manage organizational change. Findings The paper shows how cultural traits could be implemented in human resources management such as recruitment and selection, as well as efficient job position management. A regulatory definition of job position culture is proposed, and some practical implications for a more complete organizational change management in job cultures. Research limitations/implications The regulatory definition for the job position culture, presented in the paper, is at the preliminary and theoretical stage. It requires being operationalized and implemented it in each job analysis case. Practical implications The new, cultural perspective on the job analysis may serve for the more adequate fit of personnel to the work environment and better manage organizational change including distinct job cultures. Social implications The cultural perspective on a job analysis may serve a more adequate fit and work satisfaction of workers resulting in job attachment and better work performance. Originality/value The paper shows the need to study additional work environment traits on the bases of the regulatory definition of job position culture.

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Nyambegera, Stephen, Kevin Daniels, and Paul Sparrow. "Why Fit Doesn't Always Matter: The Impact of HRM and Cultural Fit on Job Involvement of Kenyan Employees." Applied Psychology 50, no. 1 (January 2001): 109–40. http://dx.doi.org/10.1111/1464-0597.00050.

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Astakhova, Marina N., Mary Hogue, and Hongli Hang. "The Cross-Cultural Validation of the Three-Factor Model of Fit." Academy of Management Proceedings 2013, no. 1 (January 2013): 10979. http://dx.doi.org/10.5465/ambpp.2013.69.

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Yoo, Jiah, and Yuri Miyamoto. "Cultural fit of emotions and health implications: A psychosocial resources model." Social and Personality Psychology Compass 12, no. 2 (January 22, 2018): e12372. http://dx.doi.org/10.1111/spc3.12372.

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Journal articles on the topic 'Cultural fit'

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