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Journal articles on the topic 'National culture'

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Published: 4 June 2021

Last updated: 25 May 2024

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1

Connelly, Brian, and Deniz Ones. "NATIONAL CORRUPTION, NATIONAL PERSONALITY AND NATIONAL CULTURE." Psihologia Resurselor Umane 5, no. 1 (January 29, 2020): 16–31. http://dx.doi.org/10.24837/pru.v5i1.308.

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Even though corruption continues to mar economic progression, worker enthusiasm, and societies' moral constitution, most studies of corruption have been confined to the fields of economics and political science. However, psychological variables, such as personality and cultural values, are likely to be relevant to studying corruption. In the present study of 62 countries, we examined how national averages on the Big Three personality traits, a measure of social desirability, and Hofstede's cultural dimensions relate to perceptions of a nation's level of corruption. The Big Three personality traits showed modest relationships with corruption. However, national averages on a social desirability measure were strongly and positivel correlated with corruption, suggesting that national dishonesty in responding to personality items is related to national dishonesty in corruption. In addition, the discrete, combined, and unique effects of personality and culture on corruption were compared. The findings suggest that both cultural values and personality have relevance for understanding corruption. As globalization continues to promote the exchange of cultural values and the assimilation of both individuals and organizations into new cultures, these findings highlight the need for I/O psychologists to be attentive to both culture and personality in designing human resource systems.

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2

Anderson-Levitt, Kathryn M. "National Culture and Teaching Culture." Anthropology & Education Quarterly 18, no. 1 (March 1987): 33–38. http://dx.doi.org/10.1525/aeq.1987.18.1.04x0757c.

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3

Anderson-Levitt, Kathryn M. "National Culture and Teaching Culture." Anthropology Education Quarterly 18, no. 1 (March 1987): 33–38. http://dx.doi.org/10.1525/aeq.1987.18.1.04x0760f.

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4

Farxodjon Qizi, Farxodjonova Nodira. "Modernization Of Uzbek Language And National-Spiritual Heritage In National Culture." American Journal of Social Science and Education Innovations 03, no. 01 (January 31, 2021): 585–94. http://dx.doi.org/10.37547/tajssei/volume03issue01-102.

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Development of science and education aspiration, as well as the international spread of the achievements of Science and technology contributed to the emergence of new technologies, which in turn caused the world to receive a new look. Mankind lives under the influence of global changes. Global changes and achievements in the world are affecting all spheres of society's life. Economic life is globalizing. In social political life, too, global changes are taking place. At the same time, the sphere of culture and national culture is also experiencing certain changes, updates. In this article highlights of modernization of uzbek language and national-spiritual heritage in national culture.

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Almatov, Shuhrat Tolipovich. "Combination Of European Music Culture With Uzbek National Art And Culture." American Journal of Social Science and Education Innovations 02, no. 09 (September 22, 2020): 215–20. http://dx.doi.org/10.37547/tajssei/volume02issue09-33.

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6

Tai, Eika. "Rethinking Culture, National Culture, and Japanese Culture." Japanese Language and Literature 37, no. 1 (April 2003): 1. http://dx.doi.org/10.2307/3594873.

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7

Jusdanis, Gregory. "Beyond National Culture?" boundary 2 22, no. 1 (1995): 23. http://dx.doi.org/10.2307/303661.

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8

Broun, Elizabeth. "Redefining National Culture." American Art 5, no. 1/2 (January 1991): 2–5. http://dx.doi.org/10.1086/424101.

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9

Afanasyev, Anatoly Nikolaevich, Aleksey Vyacheslavovich Samoilov, Ekaterina Vladimirovna Pashkova, Izmir Kerimkhanovich Sarukhanov, and Victoria Aleksandrovna Ufimtseva. "The problem of the absorption of national legal cultures by the emerging national legal anti-culture." SHS Web of Conferences 118 (2021): 02016. http://dx.doi.org/10.1051/shsconf/202111802016.

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The purpose of the research is to show the organizational and legal mechanism of new United States’ not powerful approach to the implementation and simultaneous convergence of its legal culture at the global level. General, general scientific and special methods were used in the research. Theoretical basis of the research are the basic laws of states, international universal and regional treaties, doctrinal works revealing the concept of legal culture, scientific articles of Russian and foreign scholars dealing with the content, preservation and transformation of legal cultures. The result of the research was a comparative presentation of the basic values of national legal cultures and global legal anti-culture; ways of “de-substantiation” of national legal cultures; ways of absorption of national legal cultures by global legal anti-culture. The novelty of the research lies in the fact that the article for the first time shows the organizational and legal mechanism of the not powerful way of replacing the global legal anti-culture with national legal cultures. For this purpose, traditional national legal cultures, as well as the global legal anti-culture, are considered in terms of their basic value content; shows ways to absorb global legal anti-culture through “de-substantiation” collective (public) and individual (personal) identities; highlights the organizational mechanism of global legal anti-culture takeover. This research contributes to the comprehension of the content, processes, and ways of forming a global legal anti-culture, as well as to the convergence of states in the vision of this problem and the search for answers to emerging challenges.

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Cerović, Zdenko, and Amelia Tomašević. "THE IMPACT OF NATIONAL CULTURE ON THE CORPORATE CULTURE IN GLOBAL HOTEL COMPANIES." Tourism and hospitality management 12, no. 2 (December 2006): 93–102. http://dx.doi.org/10.20867/thm.12.2.8.

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The national culture is a system of assumptions, values, norms and traditions shared by one national group; the corporate culture is a system of rituals, behavior patters, norms and values shared by majority of employees in a company. Both cultures influence the style of management and communication with employees. The national culture influences the corporate culture, but in a long term, a corporate culture can also influence the national culture. Strong corporate cultures can suppress the national culture through the system of standardization of business operations, which in international companies is an element of brand identification and a competitive advantage. Global hotel companies which manage the hotels all over the world, face problems which derive from differences between their own corporate culture and national cultures of local staff. The efficiency of operations will depend on the way and skills in handling those problems. The influence of national and sometimes local cultures might have positive impact on creation of very successful hotel system of hotel service which often is well accepted on tourist market, but might also result with potential misunderstandings and even opposite effects. The paper surveys the elements of national cultures which might have impact on corporate cultures. The paper assumes that global hotel companies often face big cultural and social differences in certain destinations of their business interest. The model of survey are hotel corporate cultures in Croatian, European and world hotels and their corporations.

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11

Alarcón, Gloria, J. Daniel Buendía, and Mar Sánchez. "Shadow economy and national culture: A spatial approach." Revista Hacienda Pública Española 232, no. 1 (March 2020): 53–74. http://dx.doi.org/10.7866/hpe-rpe.20.1.3.

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12

Dang, Huong Dieu. "National Culture and Corporate Rating Migrations." Risks 6, no. 4 (November 14, 2018): 130. http://dx.doi.org/10.3390/risks6040130.

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The informal constraints that arise from the national culture in which a firm resides have a pervasive impact on managerial decision making and corporate credit risk, which in turn impacts on corporate ratings and rating changes. In some cultures, firms are naturally predisposed to rating changes in a particular direction (downgrade or upgrade) while, in other cultures, firms are more likely to migrate from the current rating in either direction. This study employs a survival analysis framework to examine the effect of national culture on the probability of rating transitions of 5360 firms across 50 countries over the period 1985–2010. Firms located in long-term oriented cultures are less likely to be downgraded and, in some cases, more likely to be upgraded. Downgrades occur more often in strong uncertainty-avoiding countries and less often in large power distance (hierarchy) and embeddedness countries. There is some evidence that masculinity predisposes firms to more rating transitions. Studying culture helps enrich our understanding of corporate rating migrations, and helps develop predictive models of corporate rating changes across countries.

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13

Sokolov, A. V. "The Culture national project and book culture." Scientific and Technical Libraries, no. 6 (June 23, 2022): 14–33. http://dx.doi.org/10.33186/1027-3689-2022-6-14-33.

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The author analyzes various definitions of the concept of "culture" in Russia’s federal cultural projects with the focus on building cultural environment, educating cultural creators and implementing digital technologies. The digital culture is a subculture within the national Russian culture; it competes with the book culture, a traditional subculture that ensures semantic intergenerational continuity and preserves the national cultural and historical heritage. In the mo-dern period, the emergence of the book market, machine printing, spread of bib-liophilia, professionalization of librarianship, legal regulations, etc., resulted in the formation of the bibliosphere in industrial civilizations, a supersystem (system of systems) that ensures production, preservation, use and further development of national book cultures. The mature bibliosphere of the early twentieth century was formed by socio-cultural institutions (systems, or branches of the book busi-ness), namely: publishing, printing industry, book trade, librarianship, and biblio-graphy. The concept of "book mind" (Bibliologos) was introduced to denote the book subculture of the humanitarian intelligentsia. As the book subculture, bibliologos makes a strategic resource of the industrial risk society. The general conclusion of the study is that the current national project "The Culture" is incomplete, since the federal project does not comprise the book subculture federal project. The author suggests that the new edition of the national project has to be developed to include, along with the digital culture, the book subculture repre-sented in the idea of Bibliologos.

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SCHEFFKNECHT, SABINE. "MULTINATIONAL ENTERPRISES ORGANIZATIONAL CULTURE VS. NATIONAL CULTURE." International Journal of Management Cases 13, no. 4 (January 1, 2011): 73–78. http://dx.doi.org/10.5848/apbj.2011.00113.

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Mojic, Dusan. "Organizations and national culture." Sociologija 49, no. 4 (2007): 347–68. http://dx.doi.org/10.2298/soc0704347m.

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The paper deals with the most important contributions in studying cultural influences on organizations. The interest of social scientists in this topic began in the 1960s, based on the belief that it was necessary to overcome the dominant parochialism of US researchers in organizational theory and practice. Increasing internationalization of business activities, especially in the 1970s, imposed the need for large-scale studies and for finding practical solutions to the completely new problems encountered by multicultural organizations whose number was constantly rising. In spite of numerous and serious difficulties in every cross-cultural organizational study, several decades of development in this field have produced important theoretical and empirical contributions, enabling further advances in this scientific and practical discipline.

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16

Gadzhinayev, G. M. "SYMBOLICS IN NATIONAL CULTURE." South of Russia: ecology, development, no. 3 (November 16, 2014): 126. http://dx.doi.org/10.18470/1992-1098-2013-3-126-132.

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17

Rawlings, Peter, John J. Joughin, Ann Thompson, and Sasha Roberts. "Shakespeare and National Culture." Modern Language Review 94, no. 1 (January 1999): 158. http://dx.doi.org/10.2307/3736013.

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Hillman, David, and John J. Joughin. "Shakespeare and National Culture." Shakespeare Quarterly 50, no. 3 (1999): 394. http://dx.doi.org/10.2307/2902374.

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19

Polishchuk, Rostyslav. "NATIONAL CULTURE AND SPORTS." Visnyk of the Lviv University, no. 34 (2021): 85–90. http://dx.doi.org/10.30970/pps.2021.34.12.

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20

Bazanov, Petr Nikolaevich. "Local or national culture?" Vestnik of Saint Petersburg State University of Culture, no. 3 (52) (2022): 186–88. http://dx.doi.org/10.30725/2619-0303-2022-3-186-188.

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21

Westerman, James W., Rafik I. Beekun, Joseph Daly, and Sita Vanka. "Personality and national culture." Management Research News 32, no. 8 (July 17, 2009): 767–81. http://dx.doi.org/10.1108/01409170910977988.

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22

Babović, Jovana. "National Capital, Transnational Culture." East Central Europe 42, no. 1 (August 8, 2015): 104–22. http://dx.doi.org/10.1163/18763308-04201004.

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In the two decades following the Great War, foreign singers, dancers, films, and magazines streamed into Belgrade, then the capital of newly unified Yugoslavia. Popular culture was both accessible and attractive to ordinary Belgraders. State officials, prewar Serbian conservatives, and elites, however, blamed the residents’ reorientation toward foreign fun for a number of problems such as bad taste, social degeneracy, and, most importantly, a disruption to Yugoslav unification. Yet as critics discredited foreign popular culture in interwar Belgrade, urbanites embraced it with equal fervor. This article examines how foreign popular culture, as well as the debates surrounding it, established the foundation for a transnational urban identity that Belgraders shared with other European city-dwellers.

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23

Cui, Zhipeng, Junying Liu, Bo Xia, and Yaxiao Cheng. "Beyond national culture difference." Engineering, Construction and Architectural Management 26, no. 7 (August 19, 2019): 1476–97. http://dx.doi.org/10.1108/ecam-04-2018-0182.

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PurposeInternational construction joint ventures (ICJVs) have been widely used as a temporary arrangement in many projects all over the world, especially in megaprojects. Within ICJVs, the national culture difference between partners affects their cooperation significantly. However, prior research has provided contradictory empirical evidence regarding these impacts. To address this problem, the purpose of this paper is to introduce cultural intelligence that judges an individual’s capability to function and manage effectively in culturally diverse settings as a moderating variable.Design/methodology/approachMultiple regression analysis and moderated multiple regression were undertaken to test proposed hypotheses. A questionnaire survey was conducted with international construction practitioners who had experiences of managing or participating in ICJVs.FindingsThe result of multiple regression analysis revealed that difference in national culture has significant negative effects on information exchange, shared problem solving and flexibility when asking for changes, thus effecting cooperation within ICJVs. Meanwhile, cultural intelligence of members can weaken these negative influences.Practical implicationsFirst, given that national culture difference affects negatively on the cooperation within ICJVs, it needs to be regarded as one of vital resources of risk which should be prevented and managed when attending ICJVs; Second, managers should build a series of mutually agreeable regulations and rules to lessen the negative effect of national culture difference; Third, it is recommended that ICJV management teams contain as many work-experienced members as possible and members within ICJVs, especially new staff, receive cross-cultural training termly to facilitate the cooperation between partners.Originality/valueThis research reveals the moderating effects of cultural intelligence on the relationship between national culture difference and cooperation in ICJVs as well as provides practical implications for ICJV managers to deal with national culture difference and reduce its negative impact on cooperation within ICJVs.

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24

Gerhart, Barry. "How Much Does National Culture Constrain Organizational Culture?" Management and Organization Review 5, no. 2 (July 2009): 241–59. http://dx.doi.org/10.1111/j.1740-8784.2008.00117.x.

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The assumption of strategy approaches like the resource based view is that, despite environmental constraints, ample room remains for organizations to differentiate on the basis of organizational culture (together with related human resource practices) to achieve sustained competitive advantage. In contrast, other perspectives assume that management practice and organizational culture mirror, or are constrained by, national culture. To the degree that such a constraint exists, within-country variance in culture should be small and between-country variance large. In statistical terms, the first question is: what is the magnitude of the effect size for country? The larger the effect, the more likely it is a constraint. Second, what portion of the country effect size is due to differences in national culture? My review finds that most of the variance in organizational cultures is not explained by country; of the variance that is explained by country, only a minority is due to national culture differences. As such, there may be more room for organizational differentiation than typically recognized. Third, under what circumstances will country and national culture effects be larger or smaller? I present a model suggesting more room for differentiation in countries having greater individual level variance in cultural values and related variables.

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de Hilal, Adriana V. Garibaldi. "Brazilian National Culture, Organizational Culture and Cultural Agreement." International Journal of Cross Cultural Management 6, no. 2 (August 2006): 139–67. http://dx.doi.org/10.1177/1470595806066325.

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26

Morden, Tony. "National culture and the culture of the organization." Cross Cultural Management: An International Journal 2, no. 2 (February 1995): 3–12. http://dx.doi.org/10.1108/eb008386.

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27

Lee, I.-Chen, Carol Y. Y. Lin, and Te-Yi Lin. "The creation of national intellectual capital from the perspective of Hofstede’s national culture." Journal of Intellectual Capital 18, no. 4 (October 9, 2017): 807–31. http://dx.doi.org/10.1108/jic-11-2016-0117.

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Purpose The purpose of this paper is to explain the difference of national intellectual capital from the perspective of national culture and to illustrate how national leaders or policy-makers increase their country’s national intellectual capital. Design/methodology/approach The study conducts a descriptive analysis combining the research outcome of Lin and Edvinsson’s (2011) national intellectual capital with Hofstede’s (2001) national culture. The research findings and results of these two studies were compared before running a t-test to determine whether countries with relatively high national intellectual capital have a higher level of certain national culture. Findings Based on the matching data of 26 countries, the study proposed that countries with certain national culture possess lower intellectual capital. Countries with high intellectual capital tend to exhibit a common culture of low power distance, weak uncertainty avoidance, and individualism. Practical implications The study suggests that for a country to enhance its overall intellectual capital, it should strive for a culture of equality, freedom and safety, and an active competitive environment, while avoiding social class distance in order to eliminate insecurity. The study proposes some suggestions to advance the countries’ national intellectual capital. In addition to admit the weakness of their intellectual capital due to cultural reasons, these countries could go a step further to increase their own national intellectual capital by increasing or enhancing certain national cultures if possible. Originality/value The study compares national intellectual capital and national culture and finds the relationship between these two sets of constructs. This study proves that national culture not only influences the strategies or behaviors of business level but also the competitiveness of national levels.

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Finuras, Paulo. "National Happiness and National Culture: What’s The Link?" Journal of Intercultural Management and Ethics 3, no. 4 (December 8, 2020): 7–15. http://dx.doi.org/10.35478/jime.2020.4.02.

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Vu, Phuong-Tra, and Phung Bao Ngoc Van. "National culture and the distribution of foreign aid." Economics and Business Letters 10, no. 4 (December 9, 2021): 359–68. http://dx.doi.org/10.17811/ebl.10.4.2021.359-368.

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This paper investigates the relationship between a country’s national culture and the level of aid it grants to other countries. We rely on Hofstede’s culture framework to quantify national culture and find that national culture and aid are significantly related. Specifically, we show that countries having high power distance, high masculinity and high uncertainty avoidance cultures appear to refrain from engaging in foreign assistance programmes. On the other hand, high individualistic-culture countries tend to provide greater levels of foreign aid. Overall, the results imply that national culture matters in shaping the donation behaviour of aid providers.

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Szydło, Joanna, and Justyna Grześ-Bukłaho. "Relations between National and Organisational Culture—Case Study." Sustainability 12, no. 4 (February 18, 2020): 1522. http://dx.doi.org/10.3390/su12041522.

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Management science focuses on organisational culture. This reflection also applies to the broadly understood cultural context, as organisations operate in specific places and at specific times. As entrepreneurs enter foreign markets, there is a need to deepen their knowledge of cultural aspects, which results in the possibility to generate practical guidelines for shaping organisational culture in a different cultural environment. The article assumes that out of four elements conditioning organisational culture—type of environment, type of organisation, features of organisation and features of participants—two of them, type of environment and features of its participants, are the basic ways to organisational culture, by means of which the organisational culture is permeated by artefacts, values and basic assumptions, characteristic of national cultures. This permeation is exemplified by organisations from the same industry, having the same top management but functioning in different cultural environments. The study was conducted with the use of the multiple, exploratory and explanatory case study method. It consisted of three stages: The first stage included literature analyses (analyses of secondary data and legacy data), which aimed to determine the features of two cultures—Polish and Ukrainian. At the second stage, the authors conducted pilot studies among the representatives of the Polish and Ukrainian national culture. At the third stage, the organisational cultures of companies operating in the environment of the Polish and Ukrainian culture were surveyed. The research sample included 590 people. The authors based their studies on the Milton Rokeach Values Scale and an author’s tool, in which Hofstede’s concept of cultural dimensions. The statistical analysis involved the nonparametric Mann–Whitney U test.

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Guðmundsdóttir, Svala, Þórhallur Guðlaugsson, and Gylfi Dalmann Aðalsteinsson. "Icelandic National Culture compared to National Cultures of 25 OECD member states using VSM94." Veftímaritið Stjórnmál og stjórnsýsla 11, no. 1 (June 15, 2015): 19. http://dx.doi.org/10.13177/irpa.a.2015.11.1.2.

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Researchers such as Hofstede (2002) and House, Hanges, Javidan, Dorfman and Gupta, (2004) have defined well-known cultural clusters such as, Anglo, Germanic, and Nordic cultural clusters. However, Iceland was not incorporated in these studies and therefore the research question of this paper is: In relation to Hofstede´s five cultural dimensions where does Iceland differ in relation to 25 of the OECD member states using VSM94? A questionnaire was sent to students at the University of Iceland, School of Social Sciences by e-mail in October 2013. The five dimensions of national culture were measured using scales developed by Hofstede called VSM 94. The results indicated that Iceland differs considerably from nations such as Slovakia, Japan, India, Thailand and China, which were found high in PDI and the MAS dimension while Iceland was found to be high in IDV and low in PDI. When considering the 25 OECD countries, Iceland is more similar to the Anglo cluster, C3, Canada, New Zealand, United Kingdon, Australia and United States than the Nordic cluster, C1 i.e. Denmark, Sweden and Norway. Iceland is similar to those countries in relation to high IDV, low PDI but differs in the dimensions MAS and UAI where Iceland scores higher.

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Astawa, I. Nyoman Temon. "KERAGAMAN BUDAYA LOKAL DALAM PEMBANGUNAN KARAKTER BANGSA." Pangkaja: Jurnal Agama Hindu 25, no. 1 (March 31, 2022): 92–101. http://dx.doi.org/10.25078/pjah.v25i1.985.

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Indonesian culture is a common culture owned by the Indonesian people which is the highest peak of regional cultures. National culture itself has many forms because basically it comes from various types and styles, but that is not a problem because with that our nation has its own characteristics. In order to maintain and maintain the existence of our nation's culture, we can do many things such as holding competitions and seminars that breathe national culture so that our culture will be protected from adversity due to competition with foreign cultures. And in responding to the existing diversity, we must be able to reflect on the core of our diverse culture because basically everything is based on the Pancasila ideology. To deal with the negative impacts of cultural diversity, of course, it is necessary to develop various attitudes and understandings that can eliminate misunderstandings and build a fortress of mutual understanding. An interesting idea to be raised in this context is multiculturalism and the attitude of tolerance and empathy. The transformation of local cultural values as a means to build the nation's character and philosophically is a basic need in the nation's process because only a nation that has a strong character and identity will exist. Meanwhile, ideologically, the role of development in national culture is an effort to manifest the Pancasila ideology in the life of the nation and state. Normatively, the development of the nation's character is a concrete manifestation of the steps to achieve the country's goals in preserving cultural diversity, especially in Indonesia.

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Kostina, A. V. "Culture as a factor of national security." Voprosy kul'turologii (Issues of Cultural Studies), no. 6 (June 1, 2020): 82–87. http://dx.doi.org/10.33920/nik-01-2006-10.

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The paper shows that the provision on the system-forming role of culture in society is one of the main ideas that for a number of years have been postulated and argued by participants in the International Likhachev Scientific Readings, organized annually at the St. Petersburg Humanitarian University of Trade Unions. This idea of culture defines virtually the entire problem field of these conferences, being directly correlated with the problems of dialogue of cultures, cultural identity, sociocultural dynamics in its linear evolutionary and nonlinearly critical manifestations of global crises. Such culture-centrism seems to be not only true in essence, but extremely fruitful as a line of research.

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Zion, Fransisca Dewi. "Application of Legal Culture to National Development." Journal of Social Research 2, no. 9 (August 29, 2023): 3341–48. http://dx.doi.org/10.55324/josr.v2i9.1422.

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The evolution of Indonesia's cultural identity has undergone a profound transformation, impacting the nation's nature, personality, and overall identity. However, this transformation hasn't been fully paralleled in the development of the country's legal culture, which lags behind in comparison. This shift in legal culture can be attributed to a blend of internal and external factors. Internally, the moral fabric of the nation plays a pivotal role in shaping the legal culture. Externally, technological advancements and the influx of foreign ideas and cultures contribute significantly. These external influences are often rooted in globalization, which exposes the nation to diverse legal frameworks and ideologies. The state of the legal culture holds substantial sway over the nation's development, and its deficiency can lead to legal chaos. Legal culture isn't just a passive component; it actively participates in the formulation of laws and their subsequent enforcement. In essence, the collapse or inadequacy of the legal culture can exert detrimental effects on the progress of the legal system and, by extension, national development. Thus, fostering a robust and adaptable legal culture is imperative to navigate the complexities of modern society and ensure coherent legal development.

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Mustafaev, Azer. "National traditions and Azerbaijani culture." Azerbaijan Journal of Educational Studies 1, no. 1 (2020): 8–14. http://dx.doi.org/10.29228/edu.241.

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Hawn, Olga, and Vanessa Burbano. "National Culture and Corporate Sustainability." Academy of Management Proceedings 2018, no. 1 (August 2018): 12471. http://dx.doi.org/10.5465/ambpp.2018.12471abstract.

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A. Posthuma, Richard. "National Culture and Union Membership." Articles 64, no. 3 (November 11, 2009): 507–29. http://dx.doi.org/10.7202/038554ar.

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Summary National Culture and Union Membership: A Cultural-Cognitive Perspective Moving beyond the normative and regulative perspectives of neo-institutional theory, this study adopted a cultural-cognitive perspective to study the influence of multiple dimensions of national culture on union membership. Cultural frameworks were compared using data from the World Values Survey that were matched to GLOBE and Hofstede national culture scores (n = 43,867 employees, 32 countries). Contrasts between GLOBE and Hofstede scores revealed that GLOBE culture constructs were better predictors and they also enabled an improved understanding of the relationships between national culture and union membership. This resolved the paradoxical lack of a significant relationship between collectivism and union membership in prior research. Specifically, union membership was positively related to institutional collectivism but not to in-group collectivism. Also, that fact that GLOBE Performance Orientation was negatively related to union membership explained why Hofstede’s Masculinity was negatively related to union membership in prior research. Moreover, prior research on union membership tended to use either individual level (i.e., employees) variables, or macro level (i.e., country) variables to explain union membership. Recently developed statistical techniques enabled the analysis of both individual and country level variables in a hierarchical model. Results show that union membership was positively related to sex (female), education, and institutional collectivism, and negatively related to occupation (supervisors and professionals) and performance orientation. There were curvilinear relationships between union membership and age and uncertainty avoidance. Younger and older people were less likely to be union members. Low or high uncertainty avoidance increased union membership. The juxtaposition of the influences of Age and Uncertainty Avoidance on union membership revealed an interesting phenomenon. Opposing curvilinear relationships (concave vs. convex), suggested a complex yet interrelated relationship between age and uncertainty avoidance that is worthy of future research. At different ages people may use uncertainty avoidance differently to evaluate the risks and benefits of union membership.

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Park, Jeong-Eun, and George D. Deitz. "National Culture and Relational Selling." ASIA MARKETING JOURNAL 18, no. 1 (April 30, 2016): 75. http://dx.doi.org/10.15830/amj.2016.18.1.75.

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Mourouzidou-Damtsa, Stella, Andreas Milidonis, and Konstantinos Stathopoulos. "National Culture and Bank Deposits." Review of Corporate Finance 1, no. 1-2 (2021): 181–221. http://dx.doi.org/10.1561/114.00000005.

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Wronski, Pollyanna, and Roberto Klann. "Accounting Conservatism and National Culture." Brazilian Business Review 17, no. 3 (May 1, 2020): 344–61. http://dx.doi.org/10.15728/bbr.2020.17.3.6.

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Michele, Marsonet. "National identity and global culture." Academicus International Scientific Journal 1 (January 2010): 44–48. http://dx.doi.org/10.7336/academicus.2010.01.03.

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Lingnuo, Xiao. "Informatization and the National Culture." Contemporary Chinese Thought 35, no. 2 (December 2003): 68–78. http://dx.doi.org/10.2753/csp1097-1467350268.

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Duong, Hong K., Helen Kang, and Stephen B. Salter. "National Culture and Corporate Governance." Journal of International Accounting Research 15, no. 3 (November 1, 2015): 67–96. http://dx.doi.org/10.2308/jiar-51346.

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ABSTRACT This paper examines the influence of national culture on corporate governance. We postulate that national culture can shape the contracting environments by serving as an informal constraint that affects incentives and choices in corporate governance. We hypothesize that national culture can explain cross-country variations in corporate governance after controlling for legal, political, financial, and economic institutions. We develop a Rule Preference Index as a proxy of national culture for a sample of 12,909 firm-year observations from 41 countries. Employing a hierarchical linear modeling approach to isolate the effects of firm-level and country-level variables, we find robust evidence that firms (and countries) with a higher Rule Preference Index tend to have better corporate governance.

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ELGSTRÖM, OLE. "National Culture and International Negotiations." Cooperation and Conflict 29, no. 3 (September 1994): 289–301. http://dx.doi.org/10.1177/0010836794029003003.

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Shao, Liang, Chuck CY Kwok, and Omrane Guedhami. "National culture and dividend policy." Journal of International Business Studies 41, no. 8 (December 17, 2009): 1391–414. http://dx.doi.org/10.1057/jibs.2009.74.

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Shao, Liang, Chuck C. Y. Kwok, and Ran Zhang. "National culture and corporate investment." Journal of International Business Studies 44, no. 7 (July 4, 2013): 745–63. http://dx.doi.org/10.1057/jibs.2013.26.

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Yates, George C., and Bob D. Cutler. "Hofstede's Model of National Culture." Journal of Teaching in International Business 8, no. 2 (September 20, 1996): 77–93. http://dx.doi.org/10.1300/j066v08n02_05.

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Blagojevic, Veljko. "Strategic culture and national security." Zbornik Matice srpske za drustvene nauke, no. 170 (2019): 163–78. http://dx.doi.org/10.2298/zmsdn1970163b.

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The conceptualization of strategic culture, as a relatively new field of study, is a challenge for contemporary scientific thought. The complexity of strategic culture factors and their complex interdependence make the process of its understanding and definition extremely hard and almost elusive. However, the fact that the concept of strategic culture is accepted and used in practice indicates the necessity of its study, regardless of methodological problems and shortcomings connected with the accessibility to relevant data related to the national security issues. This is precisely the aim of this paper ? to analyze the main aspects of strategic culture which affect the national security system. On the one hand, strategic culture has a long-term impact on the organization and functioning of the national security system. On the other, it is also an analytical instrument that anticipates the behavior of international policy actors. It is certain that state-level decision makers, top management of the security system, intelligence and security intelligence analysts, and senior military leaders deal with the strategic culture, consciously or not. These are more than enough arguments to draw attention of the scientific and professional audience to strategic culture studies.

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Oosterhuis, Harry. "Cycling, modernity and national culture." Social History 41, no. 3 (June 13, 2016): 233–48. http://dx.doi.org/10.1080/03071022.2016.1180897.

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Singh, Gangaram. "National Culture and Union Density." Journal of Industrial Relations 43, no. 3 (September 2001): 330–39. http://dx.doi.org/10.1111/1472-9296.00021.

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