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


  • Lau, Chung-Ming
  • Ngo, Hang-Yue


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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  • Lau, Chung-Ming & Ngo, Hang-Yue, 1996. "One country many cultures: Organizational cultures of firms of different country origins," International Business Review, Elsevier, vol. 5(5), pages 469-486, October.
  • Handle: RePEc:eee:iburev:v:5:y:1996:i:5:p:469-486

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    References listed on IDEAS

    1. Phillip M Rosenzweig & Nitin Nohria, 1994. "Influences on Human Resource Management Practices in Multinational Corporations," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, 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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    Cited by:

    1. Lau, Chung-Ming & Ngo, Hang-Yue, 2004. "The HR system, organizational culture, and product innovation," International Business Review, Elsevier, vol. 13(6), pages 685-703, December.
    2. Polychronakis, Yiannis E. & Syntetos, Aris A., 2007. "`Soft' supplier management related issues: An empirical investigation," International Journal of Production Economics, Elsevier, vol. 106(2), pages 431-449, April.
    3. Serafini, Giovanni O. & Szamosi, Leslie T., 2015. "Five star hotels of a Multinational Enterprise in countries of the transitional periphery: A case study in human resources management," International Business Review, Elsevier, vol. 24(6), pages 972-983.
    4. Sasaki, Innan & Yoshikawa, Katsuhiko, 2014. "Going beyond national cultures – Dynamic interaction between intra-national, regional, and organizational realities," Journal of World Business, Elsevier, vol. 49(3), pages 455-464.
    5. Maaja Vadi, 2006. "Introduction," University of Tartu - Faculty of Economics and Business Administration,in: National and international aspects of organizational culture, volume 24, chapter 0, pages 9-26 Faculty of Economics and Business Administration, University of Tartu (Estonia).
    6. Olusoji James George & Oluwakemi Owoyemi & Uchechi Onakala, 2012. "Theorising the Concept of Organisational Artefacts: How It Enhances the Development of Corporate/Organisational Identity," International Journal of Business Administration, International Journal of Business Administration, Sciedu Press, vol. 3(4), pages 37-43, July.


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