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Culture and accountability in organizations: Variations in forms of social control across cultures [An article from: Human Resource Management Review]
Book Details
Author(s)M.J. Gelfand, B.C. Lim, J.L. Raver
PublisherElsevier
ISBN / ASINB000RQZASY
ISBN-13978B000RQZAS2
AvailabilityAvailable for download now
Sales Rank10,141,150
MarketplaceUnited States 🇺🇸
Description
This digital document is a journal article from Human Resource Management Review, published by Elsevier in 2004. The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.
Description:
In this article, we advance a cultural perspective on accountability in organizations. We seek to demonstrate that societal culture forces for accountability are found at multiple levels in organizations-from the individual, to the interpersonal and group context, and to the organization at large, which collectively form a loosely coupled accountability web or system [Frink & Klimoski Res. Pers. Hum. Resour. Manage. 16 (1998) 1]. We first describe fundamental elements of accountability webs that are found in any social system or are universal (or etic). We then discuss three aspects of culture, namely, individualism-collectivism, cultural tightness-looseness, and hierarchy-egalitarianism (power distance), and their specific linkages to the components of accountability webs. We argue that these three cultural components, in combination, produce unique cultural configurations of accountability in organizations that vary considerably in the nature and consequences. We then describe four specific cultural accountability webs and their manifestations at different levels of analysis in organizations. Theoretical and practical implications of this perspective are discussed.
Description:
In this article, we advance a cultural perspective on accountability in organizations. We seek to demonstrate that societal culture forces for accountability are found at multiple levels in organizations-from the individual, to the interpersonal and group context, and to the organization at large, which collectively form a loosely coupled accountability web or system [Frink & Klimoski Res. Pers. Hum. Resour. Manage. 16 (1998) 1]. We first describe fundamental elements of accountability webs that are found in any social system or are universal (or etic). We then discuss three aspects of culture, namely, individualism-collectivism, cultural tightness-looseness, and hierarchy-egalitarianism (power distance), and their specific linkages to the components of accountability webs. We argue that these three cultural components, in combination, produce unique cultural configurations of accountability in organizations that vary considerably in the nature and consequences. We then describe four specific cultural accountability webs and their manifestations at different levels of analysis in organizations. Theoretical and practical implications of this perspective are discussed.
