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Title: Three essays on national and organizational cultures
Authors: Kawasaki, Shota
Keywords: Business and Management
Issue Date: 2024
Publisher: Nanyang Technological University
Source: Kawasaki, S. (2024). Three essays on national and organizational cultures. Doctoral thesis, Nanyang Technological University, Singapore.
Abstract: The thesis comprises three essays examining: How do national and organizational cultures influence employees’ attitudes, behaviors, and relationships in the organizations? In Chapter 1, I conduct a narrative review of cross-cultural differences concerning three main themes in the management literature: 1) individual attitudes and behaviors (e.g., job satisfaction, organizational commitment), 2) employees’ experiences (e.g., feedback, organizational justice), and 3) interpersonal experiences (e.g., leadership, teams) in the organizations. Reviewing over 700 empirical studies, I illustrate a trend in the cross-cultural management research and identify key findings and insights about the effects of national cultures. Chapter 2 illustrates a novel pathway linking employees’ perceptions of organizational cultural strength to job satisfaction and organizational commitment via organizational nostalgia (i.e., one’s sentimental longing or wistful affection for past organizational events). This chapter also shows that the relevance of organizational nostalgia to employee well-being becomes more pronounced when employees work in the office compared to when working remotely. In Chapter 3, integrating cultural tightness theory and the job demands-resources model of burnout, I demonstrate that perception of tight organizational culture is a double-edged sword to burnout by inducing both job demands and job resources. Notably, the association between tightness and job demand is more pronounced among female employees, whereas the association between tightness and job resource is more pronounced among male employees. Shedding light on both advantages and disadvantages of tight organizational culture, this chapter offers several theoretical and practical implications for organizations to cultivate cultures that would benefit both female and male employees.
DOI: 10.32657/10356/174779
Schools: Nanyang Business School 
Rights: This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License (CC BY-NC 4.0).
Fulltext Permission: open
Fulltext Availability: With Fulltext
Appears in Collections:NBS Theses

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