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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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Author Info
Rouziès, Dominique ()
Onyemah, Vincent ()
Panagopoulos, Nikolaos ()
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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Publisher 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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Related research
Keywords: HRM control; national culture; performance orientation; boundary-spanning employees; salespeople;

Find related papers by JEL classification:
O15 - Economic Development, Technological Change, and Growth - - Economic Development - - - Economic Development: Human Resources; Human Development; Income Distribution; Migration

This paper has been announced in the following NEP Reports:

References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
  1. 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. [Downloadable!] (restricted)
  2. 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. [Downloadable!] (restricted)
  3. Ansari, Shahid L., 1977. "An integrated approach to control system design," Accounting, Organizations and Society, Elsevier, vol. 2(2), pages 101-112, March. [Downloadable!] (restricted)
  4. 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. [Downloadable!] (restricted)
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