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    Please use this identifier to cite or link to this item: http://asiair.asia.edu.tw/ir/handle/310904400/11008


    Title: Adaptations of a Global Organizational Culture in China, the UK and the US: Does Social Culture Make Any Difference?
    Authors: CATHERINE T. KWANTES
    CHERYL A. BOGLARSKY
    BEN C. H. KUO
    Contributors: Department of Psychology, University of Windsor, Canada
    Human Synergistics, Inc., USA
    Keywords: organizational Culture
    Social Culture
    Turnover
    Date: 2010-06
    Issue Date: 2010-12-15 09:21:28 (UTC+8)
    Publisher: Asia University
    Abstract: 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.
    Relation: Asian Journal of Arts and Sciences 1(1):42-65
    Appears in Collections:[Asian Journal of Arts and Sciences ] v.1 n.1

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