Involvement work systems and operational effectiveness: Exploring the moderating effect of national power distance

Work practices that involve employees are generally assumed to be less effective in more hierarchical societies where employees' values are not aligned with such practices. In this study, we challenge this assumption by developing a theory that differentiates between the symbolic and instrument...

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Published inJournal of international business studies Vol. 46; no. 3; pp. 332 - 354
Main Authors Jiang, Yuan, Colakoglu, Saba, Lepak, David P, Blasi, Joseph R, Kruse, Douglas L
Format Journal Article
LanguageEnglish
Published London Palgrave Macmillan 01.04.2015
Palgrave Macmillan UK
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Abstract Work practices that involve employees are generally assumed to be less effective in more hierarchical societies where employees' values are not aligned with such practices. In this study, we challenge this assumption by developing a theory that differentiates between the symbolic and instrumental aspects of involvement work systems and proposing that their symbolic impact will be more pronounced in egalitarian societies, whereas their instrumental impact will be more pronounced in hierarchical societies. In particular, we draw on the symbolic action perspective and theories on culture to test the relationship between involvement work systems and operational effectiveness by incorporating organizational climate of participation and national cultural differences in power distance. Using multi-source, multilevel data from 260 facilities of a multinational company operating in 22 countries, we found that the mediated relationship between involvement work systems and operational effectiveness through climate of participation (i.e., the symbolic impact) was stronger among facilities located in lower power distance societies. On the other hand, the direct relationship between involvement work systems and operational effectiveness (i.e., the instrumental impact) was stronger in higher power distance societies. Overall, our study resolves a seeming cultural dilemma with regard to how involvement work systems operate cross-culturally.
AbstractList Work practices that involve employees are generally assumed to be less effective in more hierarchical societies where employees' values are not aligned with such practices. In this study, we challenge this assumption by developing a theory that differentiates between the symbolic and instrumental aspects of involvement work systems and proposing that their symbolic impact will be more pronounced in egalitarian societies, whereas their instrumental impact will be more pronounced in hierarchical societies. In particular, we draw on the symbolic action perspective and theories on culture to test the relationship between involvement work systems and operational effectiveness by incorporating organizational climate of participation and national cultural differences in power distance. Using multi-source, multilevel data from 260 facilities of a multinational company operating in 22 countries, we found that the mediated relationship between involvement work systems and operational effectiveness through climate of participation (i.e., the symbolic impact) was stronger among facilities located in lower power distance societies. On the other hand, the direct relationship between involvement work systems and operational effectiveness (i.e., the instrumental impact) was stronger in higher power distance societies. Overall, our study resolves a seeming cultural dilemma with regard to how involvement work systems operate cross-culturally.
Work practices that involve employees are generally assumed to be less effective in more hierarchical societies where employees' values are not aligned with such practices. In this study, we challenge this assumption by developing a theory that differentiates between the symbolic and instrumental aspects of involvement work systems and proposing that their symbolic impact will be more pronounced in egalitarian societies, whereas their instrumental impact will be more pronounced in hierarchical societies. In particular, we draw on the symbolic action perspective and theories on culture to test the relationship between involvement work systems and operational effectiveness by incorporating organizational climate of participation and national cultural differences in power distance. Using multi-source, multilevel data from 260 facilities of a multinational company operating in 22 countries, we found that the mediated relationship between involvement work systems and operational effectiveness through climate of participation (i.e., the symbolic impact) was stronger among facilities located in lower power distance societies. On the other hand, the direct relationship between involvement work systems and operational effectiveness (i.e., the instrumental impact) was stronger in higher power distance societies. Overall, our study resolves a seeming cultural dilemma with regard to how involvement work systems operate cross-culturally. Reprinted by permission of Palgrave Macmillan Ltd.
Author Colakoglu, Saba
Kruse, Douglas L
Blasi, Joseph R
Lepak, David P
Jiang, Yuan
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  surname: Kruse
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Snippet Work practices that involve employees are generally assumed to be less effective in more hierarchical societies where employees' values are not aligned with...
Work practices that involve employees are generally assumed to be less effective in more hierarchical societies where employees’ values are not aligned with...
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SubjectTerms Behavior
Business and Management
Business Strategy/Leadership
Competitive advantage
Cultural differences
Cultural values
Culture
Decision making
Egalitarianism
Employees
Employers
Empowerment
Hierarchy
Human capital
Information sharing
International Business
Management
Multinational corporations
Multinational enterprises
Operations research
Organization
Organizational structure
Power
Studies
Values
Title Involvement work systems and operational effectiveness: Exploring the moderating effect of national power distance
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https://link.springer.com/article/10.1057/jibs.2014.61
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Volume 46
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