Does the relationship between sustainable human resource management and organizational identification vary by culture? Evidence from 35 countries based onGLOBE framework
subject: National culture; Organizational identification; Sustainable HRM practices
description: Purpose The article discusses the relationships between sustainable HRM and organizational identification, conceptualized at the individual level, and the moderating role of cultural dimensions conceptualized at the country level (described in GLOBEs framework). The studys theoretical model based on social exchange theory proposes that sustainable HRM practice increases organizational identification. However, the strength of this identification depends on the dimensions of national culture. Thus, we assumed national culture functions as a second-level moderator in the relationship between sustainable HRM and organizational identification. Design/methodology/approach We conducted the study with data from 10, 421 employees across 35 countries. We used a multilevel modeling approach for data analysis. Findings The study revealed the cross-level interaction effects of national culture on the relationship between sustainable HRM practice and organizational identification. Specifically, the results indicate that sustainable HRM strengthens employees organizational identification more in cultures with higher levels of gender egalitarianism and lower levels of humane orientation. Originality/value This study demonstrates that the relationship between sustainable HRM practices and employees organizational identification is culturally sensitive. It highlights the need to consider cultural context when assessing the impact of sustainable HRM practices on employee outcomes. Furthermore, it shows that certain cultural dimensions can enhance the effect of sustainable HRM practices. 2025 Dariusz Turek et al. Published by Emerald Publishing Limited.
creator: Turek, Dariusz; Wojtczuk-Turek, Agnieszka; Edgar, Fiona; Podgorodnichenko, Nataliya; Okay-Somerville, Belgin; Fu, Na; Lupina-Wegener, Anna; Klein, Howard J.; Akbas, Gulcin; Al-Romeedy, Bassam Samir; Apospori, Eleni; Bosak, Janine; Caldana, Adriana; Crapolicchio, Eleonora; Chavanovanich, Jennifer; Desjardins, Guillaume; Dorrough, Angela; Dunlop, Patrick; Edralin, Divina; Etikariena, Arum; Fernando, Denise; Galvez Sierra, Lady Brigitte; Gillet, Nicolas; Madero-Gez, Sergio; Gutirez-Crocco, Francisca; Haeffner, Carolin; Hutchings, Paul; Huyghebaert-Zouaghi, Tiphaine; Ikeda, Hiroshi; Jlstr, Maria; Jekel, Marc; Jensen, Dorthe H; Jose, Jerin; Karabat?, Serdar; Kinahan, Mary; Lauzier, Martin; Lawal, Abiodun; Lisak, Alon; Leiva, Pedro; Malayeri, Shera; Manzi, Claudia; Mariani, Marco Giovanni; Martskvishvili, Khatuna; Mayer, Claude-He; Miko?ajczyk, Katarzyna; Molina, Mar JosCharlo; Moscatelli, Silvia; Mli, Matteo; Neto, Felix; Neto, Joana; Renter-Pez, Erico; Petchthip, Narumol; Phelps, Ceri; Pazmay-Ramos, Segundo Gonzalo; Robakidze, Maia; Rojas, Dayamy Lima; Salendu, Alice; Salvati, Marco; Schez-Apelliz, Mercedes; Schmitz, Susana; Sevincer, Timur; Seydi, Masoumeh; Shimazu, Akihito; Sjabadhyni, Bertina; Sullivan, Katie; Sticca, Marina Greghi; Susianto, Harry; Tan, Le; Turkoglu, Beril; Veth, Klaske; Wee, Serena; Zhang, Gangfeng
source: Central European Management Journal;Volume;33;Issue;4;pp.667-696
publisher: Emerald Publishing
date: 01-01-2025
rights: All Open Access; Gold Open Access; Green Open Access
relation: ISSN: 26580845;
format: online
language: English
type: Article
coverage: Turek D., SGH Warsaw School of Economics, Warsaw, Poland; Wojtczuk-Turek A., SGH Warsaw School of Economics, Warsaw, Poland; Edgar F., Otago Business School, University of Otago, Dunedin, New Zealand; Podgorodnichenko N., Otago Business School, University of Otago, Dunedin, New Zealand; Okay-Somerville B., Adam Smith Business School, University of Glasgow, Glasgow, United Kingdom; Fu N., Trinity Business School, Trinity College, University of Dublin, Dublin, Ireland; Lupina-Wegener A., ZHAW School of Management and Law, Winterthur, Switzerland; Klein H.J., Fisher College of Business, The Ohio State University, Columbus, Ohio, United States; Akbas G., Atilim University, Ankara, Turkey; Al-Romeedy B.S., University of Sadat City, El Sadat City, Egypt; Apospori E., Athens University of Economics and Business, Athens, Greece; Bosak J., Dublin City University Business School, Dublin, Ireland; Caldana A., Department of Psychology, University of S Paulo, S Paulo, Brazil; Crapolicchio E., UniversitCattolica del Sacro Cuore, Brescia, Italy; Chavanovanich J., Chulalongkorn University, Bangkok, Thailand; Desjardins G., Universitdu Quec en Outaouais, Gatineau, Canada; Dorrough A., University of Cologne, Cologne, Germany; Dunlop P., Curtin Business School, Curtin University, Bentley, Australia; Edralin D., San Beda University, San Miguel, Philippines; Etikariena A., Universitas Indonesia, Depok, Indonesia; Fernando D., Hanze University of Applied Sciences, Groningen, Netherlands; Galvez Sierra L.B., Universidad del Valle, Cali, Colombia; Gillet N., Institut Universitaire de France, Paris, France, Universitde Tours, Tours, France; Madero-Gez S., Tecnologico de Monterrey, Guadalajara, Mexico; Gutirez-Crocco F., Universidad Austral de Chile, Valdivia, Chile; Haeffner C., University of Cologne, Cologne, Germany; Hutchings P., University of Wales Trinity Saint David, Carmarthen, United Kingdom; Huyghebaert-Zouaghi T., Universitde Reims Champagne-Ardenne, C2S, Reims, France; Ikeda H., …