TY - JOUR
T1 - Integrating national culture into the organizational performance feedback theory
AU - Kotiloglu, Serhan
AU - Blettner, Daniela
AU - Lechler, Thomas G.
N1 - Publisher Copyright:
© 2023 The Authors
PY - 2024/6
Y1 - 2024/6
N2 - The organizational response to performance feedback is a collective process in which groups of decision-makers face uncertainty about the future when making organizational decisions based on past performance feedback. Culture is an important variable to explain the context of collective decision processes, but it is not well understood by Organizational Performance Feedback Theory (PFT) research. The current internationalization trend of PFT research poses the question if empirical results are comparable across different cultural settings, and whether culture is a general condition of organizational performance feedback. We analyze the role of national culture as a proxy for collective interpretive processes that influence the organizational decision-making process in response to performance feedback, and we resolve some of the unexplained variances in the empirical results. We use a meta-analysis to understand if national culture poses a general condition for the organizational performance feedback process. We analyze the empirical results of 153 PFT studies covering organizations from 16 countries, and we examine the impact of four dimensions of national culture: uncertainty avoidance, performance orientation, future orientation, and institutional collectivism. We demonstrate that national culture is an important concept for PFT development.
AB - The organizational response to performance feedback is a collective process in which groups of decision-makers face uncertainty about the future when making organizational decisions based on past performance feedback. Culture is an important variable to explain the context of collective decision processes, but it is not well understood by Organizational Performance Feedback Theory (PFT) research. The current internationalization trend of PFT research poses the question if empirical results are comparable across different cultural settings, and whether culture is a general condition of organizational performance feedback. We analyze the role of national culture as a proxy for collective interpretive processes that influence the organizational decision-making process in response to performance feedback, and we resolve some of the unexplained variances in the empirical results. We use a meta-analysis to understand if national culture poses a general condition for the organizational performance feedback process. We analyze the empirical results of 153 PFT studies covering organizations from 16 countries, and we examine the impact of four dimensions of national culture: uncertainty avoidance, performance orientation, future orientation, and institutional collectivism. We demonstrate that national culture is an important concept for PFT development.
KW - Meta-analysis
KW - National culture
KW - Organizational decision-making
KW - Performance feedback
KW - Problemistic search
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U2 - 10.1016/j.emj.2023.01.003
DO - 10.1016/j.emj.2023.01.003
M3 - Article
AN - SCOPUS:85146444198
SN - 0263-2373
VL - 42
SP - 327
EP - 347
JO - European Management Journal
JF - European Management Journal
IS - 3
ER -