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

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.

並列關鍵字

organizational Culture ； Social Culture ； Turnover

被引用紀錄

Lu, B. R. (2008). 美國政府對台非軍事政策再議之決策過程 (1949 年1 月 21 日至1950 年6 月25 日) [master's thesis, Tamkang University]. Airiti Library. https://doi.org/10.6846/TKU.2008.00713

Chao, K. U. (2014). 利用靜態、動態和互動視覺化技術去呈現網上評價 [master's thesis, National Taiwan University]. Airiti Library. https://doi.org/10.6342/NTU.2014.01291

連雋偉（2013）。高達美對柏拉圖哲學之詮釋與運用－以其對哲學詮釋學效應史的影響與視域融合為重點〔博士論文，國立臺灣大學〕。華藝線上圖書館。https://doi.org/10.6342/NTU.2013.00335

Chan, T. Y. (2006). 視覺化情境式多維度瀏覽 [master's thesis, National Taiwan University]. Airiti Library. https://doi.org/10.6342/NTU.2006.02446

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

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