The Interaction of National Culture and Organizational Culture on Cross-Strait Employee Work Performance with the Moderator of P-O Fit
學年 109
學期 2
發表日期 2021-07-17
作品名稱 The Interaction of National Culture and Organizational Culture on Cross-Strait Employee Work Performance with the Moderator of P-O Fit
作品名稱(其他語言)
著者 Ying-Cheng Hung; Tzu-Chang Su; Kuo-Ren Lou
作品所屬單位
出版者
會議名稱 The 2021 International Conference on Management Sciences and Decision Making
會議地點 新北市,台灣
摘要 Following continual disputes in Cross-Strait relations in the past 60 years, questions regarding the development of businesses in Taiwan and China remain unanswered: How do national and organizational cultures interact in these businesses? How do such interactions affect employee behavior, such as work performance? Do the differences in culture complement or undermine the businesses? Or do national and organizational cultures not interact with each other? If we categorize employees according to their backgrounds—such as the social background of their place of birth—how will such interactions be affected by the interaction among four entities, namely Taiwanese residents, Chinese residents, Taiwanese companies, and Chinese companies? Person–organization fit is a variable that provides critical insights because it varies across employees and potentially moderates the interacting relationship between national and organizational cultures. Accordingly, this study adopted person–organization fit as a research variable to expediate the comprehensive observation and understanding of factors affecting work performance. Employees in Taiwanese and Chinese companies no matter are located in Taiwan and China were recruited through purposive sampling as the research participants, to whom a questionnaire survey was administered to explore the aforementioned questions. Statistical analyses on valid responses from the participants revealed significant differences between several dimensions of national and organizational cultures but also high correlations between other dimensions. Examining the four entities in pairs also revealed significant differences with regard to cultural issues and to their effects on work performance. Regarding the relationship between culture and work performance, team culture and adhocracy culture significantly and positively affected task performance. Hierarchy culture significantly and negatively affected task performance. Adhocracy culture exerted a significant and positive effect on contextual performance. In terms of person–organization fit, supplementary fit significantly and positively affected task performance; person–organization fit partially moderated the relationships of national and organizational cultures with work performance. Finally, managerial implications and recommendations for future research were proposed according to the study findings.
關鍵字 Cross-Strait employee;Taiwanese companies;Chinese companies;National culture;Organizational culture;Work performance;Person–organization fit
語言 en
收錄於
會議性質 國際
校內研討會地點 淡水校園
研討會時間 20210717~20210717
通訊作者
國別 TWN
公開徵稿
出版型式
出處 Proceddings of the 2021 International Conference on Management Sciences and Decision Making