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How HRM control affects boundary-spanning employees’ behavioural strategies and satisfaction : The moderating impact of cultural performance orientation

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  • Rouziès, Dominique

    ()

  • Onyemah, Vincent

    ()

  • Panagopoulos, Nikolaos

    ()

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    Abstract

    This study examines how cultural performance orientation moderates the influence of human resource management (HRM) controls on boundary-spanning employees’ behavioural strategies and satisfaction.

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    File URL: http://www.hec.fr/var/fre/storage/original/application/ebe782b2bf3db9235684b8f862179dbe.pdf
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    Bibliographic Info

    Paper provided by HEC Paris in its series Les Cahiers de Recherche with number 895.

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    Length: 35 pages
    Date of creation: 27 Nov 2008
    Date of revision:
    Handle: RePEc:ebg:heccah:0895

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    Postal: HEC Paris, 78351 Jouy-en-Josas cedex, France
    Web page: http://www.hec.fr/
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    Related research

    Keywords: HRM control; national culture; performance orientation; boundary-spanning employees; salespeople;

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    1. Ansari, Shahid L., 1977. "An integrated approach to control system design," Accounting, Organizations and Society, Elsevier, vol. 2(2), pages 101-112, March.
    2. Anne T. Coughlan & Subrata K. Sen, 1989. "Salesforce Compensation: Theory and Managerial Implications," Marketing Science, INFORMS, INFORMS, vol. 8(4), pages 324-342.
    3. Flamholtz, Eric, 1996. "Effective organizational control: A framework, applications, and implications," European Management Journal, Elsevier, Elsevier, vol. 14(6), pages 596-611, December.
    4. Julian Birkinshaw & Omar Toulan & David Arnold, 2001. "Global Account Management in Multinational Corporations: Theory and Evidence," Journal of International Business Studies, Palgrave Macmillan, vol. 32(2), pages 231-248, June.
    5. Mansour Javidan & Robert J House & Peter W Dorfman & Paul J Hanges & Mary Sully de Luque, 2006. "Conceptualizing and measuring cultures and their consequences: a comparative review of GLOBE's and Hofstede's approaches," Journal of International Business Studies, Palgrave Macmillan, vol. 37(6), pages 897-914, November.
    6. Ping Ping Fu & Jeff Kennedy & Jasmine Tata & Gary Yukl & Michael Harris Bond & Tai-Kuang Peng & Ekkirala S Srinivas & Jon P Howell & Leonel Prieto & Paul Koopman & Jaap J Boonstra & Selda Pasa & Marie, 2004. "The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: a meso approach," Journal of International Business Studies, Palgrave Macmillan, vol. 35(4), pages 284-305, July.
    7. Gupta, Vipin & Hanges, Paul J. & Dorfman, Peter, 2002. "Cultural clusters: methodology and findings," Journal of World Business, Elsevier, Elsevier, vol. 37(1), pages 11-15, April.
    8. Chow, Chee W. & Shields, Michael D. & Wu, Anne, 1999. "The importance of national culture in the design of and preference for management controls for multi-national operations," Accounting, Organizations and Society, Elsevier, vol. 24(5-6), pages 441-461, July.
    9. Efferin, Sujoko & Hopper, Trevor, 2007. "Management control, culture and ethnicity in a Chinese Indonesian company," Accounting, Organizations and Society, Elsevier, vol. 32(3), pages 223-262, April.
    10. Jesuino, Jorge Correia, 2002. "Latin europe cluster: from South to North," Journal of World Business, Elsevier, Elsevier, vol. 37(1), pages 81-89, April.
    11. William G. Ouchi, 1979. "A Conceptual Framework for the Design of Organizational Control Mechanisms," Management Science, INFORMS, INFORMS, vol. 25(9), pages 833-848, September.
    12. Kathleen M. Eisenhardt, 1985. "Control: Organizational and Economic Approaches," Management Science, INFORMS, INFORMS, vol. 31(2), pages 134-149, February.
    13. Merchant, Kenneth A. & Chow, Chee W. & Wu, Anne, 1995. "Measurement, evaluation and reward of profit center managers: A cross-cultural field study," Accounting, Organizations and Society, Elsevier, vol. 20(7-8), pages 619-638.
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