I’d like to announce the following publication: Miha Škerlavaj, Chunke Su, Meikuan Huang: The moderating effects of national culture on the development of organizational learning culture: A multilevel study across seven countries, JEEMS, 18(1): 97-134. Below is the abstract:
This study examines the moderating effects of national culture dimensions (Hofstede 1980) on three key elements in the development of organisational learning culture: information acquisition, information interpretation and behavioral and cognitive changes. Data were collected from 1333 companies in three CEE countries (Slovenia, Croatia, Macedonia) and other regions. The results showed that four national cultural dimensions (power distance, individualism, masculinity, and uncertainty avoidance) had no significant moderating effects on the relationship between information acquisition and information interpretation. However, the relationship between information interpretation and behavioral and cognitive changes was positively moderated by power distance, and negatively moderated by individualism, masculinity and uncertainty avoidance.
Special issue of the European Journal of International Management, co-edited by my colleague ass.prof.dr. Robert Kaše and myself was just published. Below are links to the most interesting papers on this hot topic. Enjoy the reading!
European Journal of International Management (EJIM), Volume 4 – Issue 6 – 2010
Special Issue on Knowledge and Learning Networks in Organisations
Guest Editors: Robert Kaše and Miha Škerlavaj
Counting the days until the next big event: Academy of Management Meeting 2010 in Montreal. During August 6th-10th I’ll be attending the biggest event in management as well as presenting the paper Škerlavaj, M., Su, C. & Huang, M.: Effects of National Culture in Organizational Learning Culture: A Multilevel Study in 7 Countries. Below is the abstract:
The goal of this study is to theorize and empirically test a multilevel model of organizational learning culture in a context of four national cultural dimensions: power distance, individualism, masculinity, and uncertainty avoidance. Based on established conceptual foundations of organizational learning culture (OLC), defined as a set of organizational norms and values that support systematic, in-depth approaches aimed at achieving higher-level organizational learning, this study seeks to examine the cross-level interactions between national culture dimensions and two key organizational learning processes: the impact of information acquisition on information interpretation, and behavioral and cognitive changes as a result of information interpretation. Data were collected from 1333 companies in 7 countries with different national cultures, and analyzed by hierarchical linear modeling techniques. The results showed that while national cultural dimensions had no significant influence on the relationship between information acquisition and information interpretation at the organizational level, each of the four cultural dimensions moderated the effects of information interpretation on organizational behavioral and cognitive changes in different directions. This study contributes to current literature by demonstrating the theoretical and empirical viability in using a multilevel approach to understand how organizational learning culture develops in the context of national cultural dimensions.