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One country many cultures: Organizational cultures of firms of different country origins

  • Lau, Chung-Ming
  • Ngo, Hang-Yue
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    This study examines organizational cultures of firms of different country origins in a single country setting. Using the competing values framework and a sample of firms in Hong Kong, the cultural emphases of local Hong Kong Chinese, Mainland Chinese, American, and British firms were compared. It was found that American firms were more developmental and rational, British firms were more hierarchical, whereas Mainland Chinese firms were group-oriented, and local Hong Kong Chinese firms were developmental in nature. Strong relationships between organization cultures and employees' satisfaction and organizational commitment were also confirmed.

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    File URL: http://www.sciencedirect.com/science/article/pii/0969593196000224
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    Article provided by Elsevier in its journal International Business Review.

    Volume (Year): 5 (1996)
    Issue (Month): 5 (October)
    Pages: 469-486

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    Handle: RePEc:eee:iburev:v:5:y:1996:i:5:p:469-486
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    1. Phillip M Rosenzweig & Nitin Nohria, 1994. "Influences on Human Resource Management Practices in Multinational Corporations," Journal of International Business Studies, Palgrave Macmillan, vol. 25(2), pages 229-251, June.
    2. O'Connor, Neale G., 1995. "The influence of organizational culture on the usefulness of budget participation by Singaporean-Chinese managers," Accounting, Organizations and Society, Elsevier, vol. 20(5), pages 383-403, July.
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