Carolina Gomez

Cultural dimensions at the individual level of analysis : The cultural orientations framework

This article describes a theoretically-grounded framework of cultural dimensions conceptualized and operationalized at the individual level of analysis, based on the work of anthropologists Kluckhohn and Strodtbeck. We present empirical data gathered from five countries - Canada, Mexico, the Netherlands, Taiwan, and the United States - to assess the validity of the framework. We then use the results to explore how the cultural orientations framework can add insight and new perspectives to critical questions in cross cultural management research.

The relationship among national institutional structures, economic factors, and domestic entrepreneurial activity: a multicountry study

Abstract We draw on the construct of a country institutional profile to identify normative, cognitive, and regulatory institutional structures that may influence a countrys entrepreneurial activity. Results show that these three dimensions of the institutional profile, as well as economic factors such as per capita GDP, play distinct roles in promoting entrepreneurial activity in a country. Normative institutions were marginally associated with the most basic form of entrepreneurship, self-employment, but not with more advanced forms of entrepreneurship. Cognitive institutions explained the prevalence of small firms in a country, as well as the number of new companies listed on the countrys stock exchange. Regulatory institutions associated with new listings on the countrys stock exchange. Per capita GDP explained basic forms of entrepreneurship but, contrary to expectations, the countrys unemployment rate associated only with the most advanced form of entrepreneurship. Implications for entrepreneurs, researchers, and policymakers are discussed.

The effect of institutional and strategic forces on management style in subsidiaries of U.S. MNCs in Mexico

Abstract This study tests the effect of different institutional and strategic forces on similarity in management styles between subsidiaries and headquarters. Results of a survey of 74 general managers (GMs) of U.S. subsidiaries in Mexico showed that as predicted, formal, and informal mechanisms of control, seniority of GMs, and level of employee education predicted similarity in management style between Mexican subsidiaries and their U.S. headquarters. Contrary to our expectations, full ownership of the subsidiary and level of dependence on local resources did not predict similarity in management style. Though some of these variables affected performance directly, similarity in management style was negatively related to performance. Implications for researchers and managers are discussed.

The influence of organizational variables on the transferability of management practices: An examination of traditional and learning manufacturing environments in Mexico

Abstract This study examines two plants in Mexico operating under different management practices—one as a traditional, control-oriented manufacturer, another pursuing an organizational learning approach. Individual behaviors and an organizational-level factor related to learning are examined both quantitatively and qualitatively to understand their impact on the transferability of different management practices that are more or less congruent with Mexican cultural values. Significant differences were found between the two plants in both individual behaviors and on the organizational-level factor, providing support for the implementation of different management approaches in Mexico. Support for innovation, the organizational-level factor, was a good predictor of individual behavior differences, indicating that it may moderate the impact of national value differences on the transferability of management practices. Semistructured interviews revealed a range of human resource management policies that seem to affect the success of a learning approach. Implications for researchers and managers are discussed.

A Two-Factor Assessment of the Beliefs That Influence Attitudes Toward Privatization

A two-factor model of positive and negative beliefs underlying attitudes toward privatization was tested among Ecuadorian employees. In Study 1, semistructured interviews uncovered 23 negative and positive beliefs associated with privatization. Using these beliefs, an instrument was developed to test the relationships among beliefs, attitudes, and intention to support a strike in Study 2. A factor analysis of the beliefs supported a two-factor solution that separately gauged positive and negative beliefs toward privatization. Positive beliefs concerning the economic and organizational benefits of privatization explained attitudes above and beyond negative beliefs concerning its social and national costs. The interaction between these beliefs, however, indicated that extremely negative beliefs can override positive beliefs. The attitudes of public sector employees were more strongly associated with negative beliefs and less associated with positive beliefs. Results underscored the importance of assessing beliefs associated with privatization when implementing privatization programs and highlighted the distinct role played by positive and negative beliefs.

Scholarship Status and Gender Differences in Motivation among U.S. Collegiate Track and Field Athletes

The purpose of the current study was to determine differences in motivation between scholarship and non-scholarship collegiate male and female athletes. Participants (n = 162) were collegiate track and field athletes in the U.S.A. The Sport Motivation Scale (SMS) was used to assess participants intrinsic and extrinsic motivation as well as amotivation. A 2 × 2 factorial MANOVA was used to determine scholarship status and gender differences. Significant main effects were found for scholarship status (p < .01) and gender (p < .01). A significant interaction effect was found for scholarship status by gender (p < .05). This study further supports cognitive evaluation theory (CET) in understanding sport motivation and results indicate that external rewards are related to lower levels of intrinsic motivation and higher levels of extrinsic motivation and slightly lower levels of amotivation. In addition, the study supports that gender is an important factor to understand motivation among athletes.

Cultural differences in conflict resolution strategies: A US–Mexico comparison

Cross-cultural differences in norms, values, and beliefs abound and impact preferred conflict resolution strategies. Potential differences in values and subsequent conflict resolution strategies can exacerbate the underlying conflict unless they are well understood. We study the case of differences in conflict resolution strategies between the United States and Mexico as well as studying the underlying value differences that explain their preferences. In a quasi-experimental study, we found that Mexicans, compared to US participants, appear to have a greater preference for both the use of social influence and negotiating when confronting a conflict. Moreover, it appears that collectivism helps explain these country differences as it mediated the relation between country and the likelihood of using social influence and negotiation. In addition, perceptions of fairness had a stronger influence on the preference that US participants had for negotiation as a conflict resolution strategy. The research helps illuminate the underlying mechanisms through which culture impacts conflict resolution strategy.

Country Differences in the Acceptance of Compliance Goals: A US‐Mexico Comparison

The purpose of this study was to investigate the goal commitment and satisfaction of participants from two different cultures when given a compliance goal versus no goal. Using a sample of 104 Mexican and U.S. participants, we found significant differences in uncertainty avoidance but not power distance between the participants of the two cultures. In addition, uncertainty avoidance had a significant effect on both goal commitment and satisfaction regardless of the goal condition. Finally, there was a significant goal by country interaction, which shows that Mexican participants, rather than U.S. participants, were more committed and marginally more satisfied with a compliance goal than no goal. Despite differences between the cultures in uncertainty avoidance and a direct effect of uncertainty avoidance on individual reactions to goals, the interaction was not explained by uncertainty avoidance.