The impact of country culture on the adoption of new forms of work organization

Abstract

PurposeThis paper aims at understanding the relationship between the adoption of new forms of work organizations (NFWOs) and measures of country impact, in terms of national culture and economic development.Design/methodology/approachThe adoption of NFWO practices is measured through data from the fourth edition of the International Manufacturing Strategy Survey, while Hofstede's measures are adopted for national culture, and gross national income (GNI) per capita is used as an economic development variable. Multivariate linear regression is applied to investigate relationships, using company size as a control variable. A cluster analysis is utilized to identify groups of countries with similar cultural characteristics and to highlight different patterns of adoption of NFWO practices.FindingsThe authors show that it is possible to explain different patterns in the adoption of NFWO practices when considering company size and cultural variables. GNI is instead only significant for some practices and does not always positively influence the adoption of NFWO. On the other hand, cultural variables are linked to all the practices, but there is no dominant dimension to explain higher or lower NFWO adoption.Research limitations/implicationsResults are limited because only Hofstede's cultural variables are used and manufacturing performance is not considered. Therefore, it is not possible to discriminate between more or less successful NFWO variations.Practical implicationsThis paper provides managers with insights on how to take into account cultural variables when transferring organizational models to different countries.Originality/valueThis paper contributes to previous studies showing the importance of including several contextual variables, country impact in particular, in the study of operations management.