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Organizational structure and continuous improvement and learning: Moderating effects of cultural endorsement of participative leadership

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  • Xiaowen Huang

    (Department of Management, Farmer School of Business, Miami (OH) University, Oxford, USA)

  • Joseph C Rode

    (Department of Management, Farmer School of Business, Miami (OH) University, Oxford, USA)

  • Roger G Schroeder

    (Department of Organization and Strategy, Tilburg University, the Netherlands)

Abstract

Building upon the culturally endorsed implicit theory of leadership, we investigated the moderating effects of national culture on the relationship between organizational structure and continuous improvement and learning. We propose that the relationship between organic organizations (characterized by flat, decentralized structures with a wide use of multifunctional employees) and continuous improvement and learning will be stronger when national cultural endorsement for participative leadership is high. We further propose that organizational group culture will moderate the relationship between organizational structure and continuous improvement and learning, but that these moderation effects will be stronger in national cultures with low endorsement of participative leadership. Empirical analysis of secondary survey data collected from 266 manufacturing plants operating in three industries and located in nine countries representing a diverse set of geographical regions provided support for the hypotheses. Overall, our findings indicate that, to fully realize the relationship between organic structures and continuous improvement and learning, managers must actively assess the extent to which the national culture endorses participative leadership. In cases where this endorsement is weak, managers should consider the extent to which the organizational culture will provide alternative support for the relationship.

Suggested Citation

  • Xiaowen Huang & Joseph C Rode & Roger G Schroeder, 2011. "Organizational structure and continuous improvement and learning: Moderating effects of cultural endorsement of participative leadership," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 42(9), pages 1103-1120, December.
  • Handle: RePEc:pal:jintbs:v:42:y:2011:i:9:p:1103-1120
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    References listed on IDEAS

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    1. Demirguc-Kunt, Asli & Huizinga, Harry, 2004. "Market discipline and deposit insurance," Journal of Monetary Economics, Elsevier, vol. 51(2), pages 375-399, March.
    2. Demirguc-Kunt, Asli & Karacaovali, Baybars & Laeven, Luc, 2005. "Deposit insurance around the world : a comprehensive database," Policy Research Working Paper Series 3628, The World Bank.
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    Cited by:

    1. Martin, Xavier, 2013. "Solving theoretical and empirical conundrums in international strategy research by matching foreign entry mode choices and performance," Other publications TiSEM 7645ea46-0b9a-4fc0-ae33-a, Tilburg University, School of Economics and Management.
    2. Yuen, Kum Fai & Thai, Vinh V. & Wong, Yiik Diew, 2016. "The effect of continuous improvement capacity on the relationship between of corporate social performance and business performance in maritime transport in Singapore," Transportation Research Part E: Logistics and Transportation Review, Elsevier, vol. 95(C), pages 62-75.
    3. Dejun Tony Kong & Roger Volkema, 2016. "Cultural Endorsement of Broad Leadership Prototypes and Wealth as Predictors of Corruption," Social Indicators Research: An International and Interdisciplinary Journal for Quality-of-Life Measurement, Springer, vol. 127(1), pages 139-152, May.
    4. Naor, Michael & Jones, Janine Sanders & Bernardes, Ednilson S. & Goldstein, Susan Meyer & Schroeder, Roger, 2014. "The culture-effectiveness link in a manufacturing context: A resource-based perspective," Journal of World Business, Elsevier, vol. 49(3), pages 321-331.
    5. repec:spr:opmare:v:10:y:2017:i:1:d:10.1007_s12063-016-0112-1 is not listed on IDEAS
    6. Ambra Galeazzo & Andrea Furlan & Andrea Vinelli, 0. "The organizational infrastructure of continuous improvement – an empirical analysis," Operations Management Research, Springer, vol. 0, pages 1-14.

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