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Social and Behavioral Sciences Commons™
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- New Zealand (2)
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- Communication (1)
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- Cross-cultural differences (1)
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- Culture (1)
- Indigenous cultures (1)
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- International business management (1)
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- Leadership (1)
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- Organizational behaviour (1)
- Process safety culture (1)
- Social networks (1)
- Time orientation (1)
Articles 1 - 7 of 7
Full-Text Articles in Social and Behavioral Sciences
Assessing The Applicability Of Hofstede's Cultural Dimensions For Global 500 Corporations' Facebook Profiles And Content, Kevin D. Lo, Richard D. Waters, N. Christensen
Assessing The Applicability Of Hofstede's Cultural Dimensions For Global 500 Corporations' Facebook Profiles And Content, Kevin D. Lo, Richard D. Waters, N. Christensen
Organization, Leadership, and Communication
This research examines how Hofstede’s six cultural dimensions are reflected on the official corporate Facebook pages from 259 organizations on Fortune magazine’s Global 500 list. This research is grounded in original indices to measure the six dimensions across Facebook’s “About Us” section, the textual updates provided by the companies, as well as the media that they share (photographs and videos). This is the first attempt to create a conceptualization of Hofstede’s dimensions for organizational social media use. The results paint a mixed picture indicating that the global nature of these corporations is echoed in a somewhat similar overall presence on …
A Reflective Hybrid Approach To Connecting Leadership Style And Stakeholder Perspective, Huw Jones, Keith O. Hunter
A Reflective Hybrid Approach To Connecting Leadership Style And Stakeholder Perspective, Huw Jones, Keith O. Hunter
Organization, Leadership, and Communication
Using quantitative analysis and reflection techniques, we examine employee perception of leadership style and perceived results within organizations based in Whistler, Canada. We are primarily concerned with results in terms of organizational culture towards 3 key stakeholder groups, customers, community, and employees. The observed differences in results between transformational and transactional leadership provide a basis for enriching the mapping of leadership style to desired outcomes.
Cracking The Code Of Process Safety Culture With Organizational Network Analysis, Keith O. Hunter, Elliot M. Wolf
Cracking The Code Of Process Safety Culture With Organizational Network Analysis, Keith O. Hunter, Elliot M. Wolf
Organization, Leadership, and Communication
Organizations in the chemical process industry invest considerable amounts of time and resources managing change and implementing best practices to maintain safe operations and achieve operational objectives. Consequently, most executives and senior managers responsible for performance rely on formal organizational structure to achieve these objectives. However, front line employees responsible for ensuring safe operation of hazardous chemical processes are often influenced more by the informal than the formal organization in their daily activities. The dynamics of informal networks among workers are critical determinants of strong operational discipline (OD), process safety culture, and business performance. Yet, organizational social networks are often …
Evidence-Based Management And Leadership, R B. Briner, Neil D. Walshe
Evidence-Based Management And Leadership, R B. Briner, Neil D. Walshe
Organization, Leadership, and Communication
Organizations can be led and managed in many different ways and there is no shortage of perspectives, models, and frameworks for thinking about how such tasks can be accomplished. This chapter focuses on one such perspective: evidence-based management (EBMgt). At its core is the idea that when managers and organizations make decisions, evidence of various types should be collected, critically appraised, and taken into account. Put this way, EBMgt does not appear to be either new or radical. However, as we shall go on to discuss, recent attempts to elaborate and flesh out this idea show that while some of …
Refining Thoughts On Culture: Insights Derived From Australia And New Zealand, Kevin D. Lo, Amanda Budde-Sung
Refining Thoughts On Culture: Insights Derived From Australia And New Zealand, Kevin D. Lo, Amanda Budde-Sung
Organization, Leadership, and Communication
Culture and cross-cultural differences are increasingly important in international business and management. However, the existing models of national culture may not accurately reflect intra-cultural and intra-regional variation. We examine Australia and New Zealand as examples of the national model of culture falling short with respect to both cultural clustering and intracultural variation. Given that both of these countries are attaining greater prominence in international business, we highlight the need to consider their uniqueness and what we can learn for both management research and practice. As we call attention to the important distinctions that
Exploring The Cultural Origins Of Differences In Time Orientation Between European New Zealanders And Māori, Kevin D. Lo, Carla Houkamau
Exploring The Cultural Origins Of Differences In Time Orientation Between European New Zealanders And Māori, Kevin D. Lo, Carla Houkamau
Organization, Leadership, and Communication
Previous research suggests that time orientation differs as a function of national culture. National cultures often cluster together by region, thus regional generalizations can provide insights on how cultures in a given cluster perceive time. We consider the unique case of bi-cultural New Zealand with two cultures, the European New Zealanders (Pākehā) and the indigenous Māori from historically contrasting temporal clusters: Anglo-American and South Pacific. To demonstrate the ways in which Pākehā and Māori differ in their perspectives on time orientation we take our analysis beyond the basic generalizations based on regional clusters and consider the cultural roots of Māori …
Intrapersonal Consequences Of (Un)Forgiving: How Forgiveness Affects The Victim, Edward Eli Kass
Intrapersonal Consequences Of (Un)Forgiving: How Forgiveness Affects The Victim, Edward Eli Kass
Organization, Leadership, and Communication
No abstract provided.