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The moderating effects of national culture on the development of organisational learning culture: a multilevel study across seven countries

16.01.2014Comments are closed.

Keywords:

organisational learning;
national culture;
information acquisition;
information interpretation;
behavioral and cognitive changes.

Author(s):

Miha Škerlavaj, PhD (University of Ljubljana, Slovenia & BI Norwegian Business School, Oslo, Norway); Chunke Su,  PhD (University of Texas at Arlington, USA); Meikuan Huang, PhD (California State University, Stanislaus, USA)

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.

Journal:

Journal for East European management studies. 18(1), 97-134.

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