The Relationship between Cultural Tightness–Looseness and Organizational Innovativeness: A Comparative Research into the Turkish and Italian Marble Industries
In: Journal transition studies review: JTSR, Band 19, Heft 4, S. 475-492
ISSN: 1614-4015
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In: Journal transition studies review: JTSR, Band 19, Heft 4, S. 475-492
ISSN: 1614-4015
In: Culture and organization: the official journal of SCOS, Band 29, Heft 6, S. 491-511
ISSN: 1477-2760
Employee silence, the withholding of work‐related ideas, questions, or concerns from someone who could effect change, has been proposed to hamper individual and collective learning as well as the detection of errors and unethical behaviors in many areas of the world. To facilitate cross‐cultural research, we validated an instrument measuring four employee silence motives (i.e., silence based on fear, resignation, prosocial, and selfish motives) in 21 languages. Across 33 countries (N = 8,222) representing diverse cultural clusters, the instrument shows good psychometric properties (i.e., internal reliabilities, factor structure, and measurement invariance). Results further revealed similarities and differences in the prevalence of silence motives between countries, but did not necessarily support cultural stereotypes. To explore the role of culture for silence, we examined relationships of silence motives with the societal practices cultural dimensions from the GLOBE Program. We found relationships between silence motives and power distance, institutional collectivism, and uncertainty avoidance. Overall, the findings suggest that relationships between silence and cultural dimensions are more complex than commonly assumed. We discuss the explanatory power of nations as (cultural) units of analysis, our social scientific approach, the predictive value of cultural dimensions, and opportunities to extend silence research geographically, methodologically, and conceptually.
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