Adaptations of a Global Organizational Culture in China, the UK and the US: Does Social Culture Make Any Difference?

ASIA unversity > 亞洲學術期刊 > Asian Journal of Arts and Sciences > v.1 n.1 > Item 310904400/11008

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題名:	Adaptations of a Global Organizational Culture in China, the UK and the US: Does Social Culture Make Any Difference?
作者:	CATHERINE T. KWANTES CHERYL A. BOGLARSKY BEN C. H. KUO
貢獻者:	Department of Psychology, University of Windsor, Canada Human Synergistics, Inc., USA
關鍵詞:	organizational Culture Social Culture Turnover
日期:	2010-06
上傳時間:	2010-12-15 01:21:28 (UTC+0)
出版者:	Asia University
摘要:	This research examined the extent to which organizational subunits of a single organization adapted the organizational culture to different social cultural contexts, and the implications of such adaptations on individual level outcomes. Patterns of observed organizational culture significantly differed in Hong Kong compared to the US and the UK, although most differences were in degree rather than in kind. Respondents indicated no significant differences in job satisfaction, role clarity,stress, turnover intentions or motivation although respondents from Hong Kong reported significantly higher role conflict. Individuals from the UK indicated a higher turnover intention.
關聯:	Asian Journal of Arts and Sciences 1(1):42-65
顯示於類別:	[Asian Journal of Arts and Sciences ] v.1 n.1

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