El enfoque cultural en la dirección de los recursos humanos: revisión de la literatura e implicaciones para el futuro.

  1. Lertxundi Lertxundi, Aitziber
Revista:
Icade: Revista de la Facultad de Derecho

ISSN: 1889-7045

Año de publicación: 2010

Número: 81

Páginas: 257-285

Tipo: Artículo

Otras publicaciones en: Icade: Revista de la Facultad de Derecho

Referencias bibliográficas

  • ADLER, N.J. (1997), International Dimensions of Organizational Behavior”, 3ª ed.. Boston: Kent.
  • —y GHADAR, F. (1990), “Strategic human resource management: a global perspective”, en Pieper, R. (ed.): Human Resource Management. An International Comparison, pp. 235-260. Berlin: De Gruyter.
  • —, DOKTOR, R. y REDDING, S.G. (1986), “Form the Atlantic to the Pacific century. Cross Cultural management reviewed”, Journal of Management, 12, pp. 295-318.
  • —y JELINEK, M. (1986), “Is “Organizational Culture” Culture Bound?”, Human Resource Management, 25, pp. 73-90.
  • ARDICHVILI, A. Y GASPARISHVILI, A. (2003), “Russian and Georgian entrepreneurs and non-entrepreneurs: A study of Value Differences”, Organization Studies, vol. 24, nº. 1, pp. 29-46.
  • AYCAN, Z., KANUNGO, R.N., MENDONCA, M., YU, K., DELLER, J.,
  • STAHL, G. y KURSHID, A. (2000), “Impact of Culture on Human Resource Management Practices. A 10 Country Comparison”, Applied Psychology: An International Review, vol. 49, nº. 1, pp. 192-221.
  • BAE, J., CHEN, S., WAN, T.W.D., LAWLER, J.J. y WALUMBWA, F.O. (2003), “Human resource strategy and firm performance in Pacific Rim countries”, International Journal of Human Resource Management, vol. 14, nº. 8, pp. 1308-1332.
  • —y ROWLEY, C. (2001), “The impact of Globalization on HRM: The Case of South Korea”, Journal of World Business, vol. 36, nº. 4, pp. 402-428.
  • —, CHEN, S. y LAWLER, J. (1998), “Variations in human resource management in Asian countries: MNC home-country and host-country effects”, International Journal of Human Resource Management, vol. 9, nº. 4, pp. 653-670.
  • BEECHLER, S. y YANG, J.Z. (1994), “The transfer of Japanese-Style Management to American Subsidiaries: Contingencies, Constraints and Competencies”, Journal of International Business Studies, vol. 25, nº. 3, pp. 467-491.
  • BJÖRKMAN, I. y XIUCHENG, F. (2002), “Human resource management and the performance of Western firms in China”, International Journal of Human Resource Management, vol. 13, nº. 6, pp.853-864.
  • BLACK, B. (1999), “National culture and high commitment management”, Employee Relations, vol. 21, nº. 4, pp. 389-404.
  • BREWSTER, C., MAYRHOFER, W. y MORLEY, M. (eds.) (2003): Nuevos desafíos para la gestión de recursos humanos en Europa. Madrid: Ministerio de Trabajo y Asuntos Sociales.
  • —(2002a), “Human resource Practices in Multinational Companies” en Gannon, M.J. y Newman, K.L. (eds.): The Blackwell Handbook of Cross-Cultural Management, pp. 126-141. Oxford: Blackwell.
  • —(2002b), “Transfer of HRM practices around the world”, Conference on Human Resource management across countries: the cultural dimension. Athens University of Economics and Business. Atenas, Grecia.
  • —y HEGEWISCH, A. (1994), Policy and practice in European Human Resource Management. The Price Waterhouse Cranfield Survey. Londres: Routledge.
  • —y TYSON, S. (1993), International comparison in behaviour. London: Pitman.
  • —y LARSON, H.H. (1991) “Behavior in Europe: evidence from 10 countries”, International Journal of Behavior, vol.3, nº.3, pp. 429-434.
  • CHILD, J. (2002), “Theorizing about organization cross-nationally: part 2 – towards a synthesis”, en WarnerM. y Joynt, P. (eds): Managing Across Cultures: Issues and Perspectives, pp. 40-56. Londres: Thompson.
  • D’IRIBARNE, P. (1989), La logîque de l’honneer. Paris: Seuil.
  • DE CIERI, H. y DOWLING, P.J. (1999), “Strategic human resource management in multinational enterprises: theoretical and empirical developments”, en Wright, P.M., Dyer, L.D., Boudreau, J.W. y Milkovich, G.T. (eds.): Research in personnel and human resources management: strategic human resources management in the twenty-first century, pp. 305-327, suplemento 4. Stamford, CT.: JAI Press.
  • DERESKY, H. (2000), International Management. Managing Across Borders and Cultures. 4ª ed.. Addison Wesley.
  • DIMAGGIO, P. y POWELL, W. (1983), “The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields”, American Sociological Review, 48, pp. 147-160.
  • DOLAN, S.L., MARTÍN-PRIUS, A., DÍEZ-PIÑOL, M., MARTÍNEZ-FIERRO, S. y FERNÁNDEZ-ALLES, M. (2004), “Exploratory Study of of Within Country Differences in Work and Life Values”, International Journal of Cross Cultural Management, vol. 4, nº. 2, pp. 157-180.
  • EASTERBY-SMITH, M., MALINA, D. y LU, Y. (1995), “How Culture Sensitive is HRM? A Comparative Analysis of Practice in Chinese and UK Companies”, International Journal of Human Resource Management, vol. 6, nº. 1, pp. 31-59.
  • EDWARDS, T. y REES, C. (2006), International Human Resource Management. Globalization, National Systems and Multinational Companies. Essex, Inglaterra: Pearson Education.
  • —y FERNER, A. (2004), “Multinationals, reverse diffusion and business systems”, Management International Review, vol. 24, nº. 1, pp. 51-81.
  • EVANS, P. y LORANGE, P. (1989), “The two logics behind human resource management”, en Evans, P.; Doz, Y. y Laurent, A. (eds): Human Resource Management in International Firms: Change, Globalization Innovation, pp. 144-161. London: MacMillan.
  • FENTON-O’CREEVY, M., GOODERHAM, P.N. y NORDHAUG, O. (2005), “Diffusion of HRM to Europe and the Role of US MNCs: Introduction to the Special Issue”, Management Revue, vol. 16, nº. 1, pp. 5-10.
  • FRENKEL, S. y KURUVILLA, S. (2002), “Logics of action, globalization, and changing employment relations in China, India, Malaysia and the Philippines”, Industrial and Labour Relations Review, 3, pp. 387-412.
  • —y PEETZ, D. (1998), “Globalization and Industrial Relations in East Asia: A Three-Country Comparison”, Industrial Relations, vol. 37, nº. 3, pp. 282-310.
  • KATZ, H. y DARBISHIRE, O. (2000), Converging Divergencies: Worldwide changes in employment systems. Londres: ILR/Cornell University Press.
  • GILL, R. y WONG, A. (1998), “The cross-cultural transfer of management practices: The case of Japanese human resource management practices in Singapore”, International Journal of Human Resource Management, vol. 9, nº. 1, pp. 116-135.
  • GÓMEZ-MEJÍA, L.R., BALKIN, D.B. y CARDY, R. (1998), Human resources: a managerial perspective. Englewood Cliffs, NJ: Prentice-Hall.
  • —, BALKIN, D.B. y CARDY, R. (1997), Gestión de Recursos Humanos. Madrid: Prentice Hall.
  • GOODERHAM, P.N. y NORDHAUG, O. (2003), International management: cross-boundary challenges. Oxford: Blackwell.
  • GROESCHL, S. (2003), “Cultural implications for the appraisal process”, Cross Cultural Management, vol. 10, nº. 1, pp. 67-79.
  • HALL, E.T. (1989), The Basic Works of Edward T. Hall. Vol. 1, The Silent Language; Vol. 2, The Hidden Dimension; vol. 3, Beyond Culture; The Dance of Life. New York: Bantam/Doubleday.
  • HODGETS, R.M. y LUTHANS, F. (1993):”US multinationals compensations strategies for local management: cross-cultural implications”, Compensation and Benefits Review, vol. 25, nº.2, pp. 42-48.
  • HOECKLIN, L. (1995), Managing cultural differences: Strategies for competitive advantage. Reading, MA: Addison-Wesley & Economist Intelligence Unit.
  • HOFSTEDE, G. (2001), Culture´s consecuences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. London: Sage.
  • —(1998a), Culturas y Organizaciones: el software mental. La cooperación internacional y su importancia para la supervivencia. Madrid: Alianza.
  • —(1998b), “Think locally, act globally. Cultural constraints in personnel management”, Sixth Conference on International Human Resource Management. Paderborn, Alemania.
  • —(1984), Culture´s Consecuences. International differences in work-related values. California: Sage.
  • HOUSE, R.J., HANGES, P.J., JAVIDAN, M., DORFMAN, P.W. y GUPTA, V. (2004), Culture, Leadership, and Organizations. The GLOBE Study of 62 Societies. Thousand Oaks, CA: Sage.
  • IGNJATOVIC, M y SVELTIC, I. (2003), “European HRM clusters”, ESB Review, 17, pp. 25-39.
  • INKELES, A. y LEVINSON, D.J. (1969), “National character: the study of modal personality and sociocultural systems”, en Lindsey, G. y Aronson, E. (eds.): The Handbook of Social Psychology, 2ª ed., vol. 4, Reading, MA: Addison-Wesley.
  • JACKSON, T. (2002), “The management of people across cultures: valuing people differently”, Human Resource Management, vol. 41, nº. 4, pp. 455-475.
  • JANSSENS, M. (2001), “Developing a culturally synergistic approach to international human resource management”, Journal of World Business, vol. 36, nº. 4, pp. 429-450.
  • JOSHI, A. y MARTOCCHIO, J.J. (2007): “Compensation and reward systems in a multicultural context”, en Stone, D.L. y Stone-Romero, E.F. (eds.): The influence of culture on human resource management processes and practices, pp. 181-207. New York: Taylor y Francis.
  • KANUNGO, R.W. y JAEGER, A.M. (1990), “Introduction: the need for indigenous management in developing countries”, en Jaeger, A.M. y Kanungo R.W. (eds): Management in developing countries, pp. 1-23. Londres: Routledge.
  • KERR, C., DUNLOP, J.T., HARBISON, E. y MYERS, C. (1960), Industrialism and Industrial Man. Cambridge: Harvard University Press.
  • KHILJI, S.E. (2003), “”To Adapt or Not to Adapt”, Exploring the Role of National Culture in HRM – A Study of Pakistan”, International Journal of Cross Cultural Management, vol. 3, nº. 1, pp. 109-132.
  • KIM, Y. y GRAY, S.J. (2005), “Strategic factors influencing international human resource management practices: an empirical study of Australian multinational corporations”, International Journal of Human Resource Management, vol. 16, nº. 5, pp. 809-830.
  • KOLTKO-RIVERA, M.E. (2004): “The psychology of worldviews”, Review of General Psychology, vol. 8, nº. 1, pp. 3-58.
  • KROEBER, A.L. y KLUCKHOHN, F. (1952), “Culture: A critical review of Concepts and Definitions”, Peabody Museum Papers, vol. 47, nº. 1. Cambridge, Massachusets: Harvard University.
  • LAURENT, A. (1986), “The cross-cultural puzzle of international human resource management. International Human Resource Management: A field in infancy”, Human Resource Management, vol. 25, nº. 1, pp. 91-102.
  • —(1983), “The cultural diversity of western conceptions of management”, International Studies of Management and Organizations, vol. 13, nº. 1-2, pp. 75-96.
  • LAWLER, J.J., CHEN, S. y BAE, J. (2000), “Scale of operations, Human Resource Systems and Firm Performance in East and Southeast Asia”, Research and Practice in Human Resource Management, vol. 8, nº. 1, pp.3-20.
  • LEAL, A. (1991), Conocer la cultura de las organizaciones: una base para la estrategia y el cambio. Madrid: Actualidad Editorial.
  • LERTXUNDI, A. (2008): Influencia de los Sistemas de Trabajo de Alto Rendimiento y del entorno cultural en la estrategia de Dirección Internacional de Recursos Humanos. Tesis doctoral, Universidad del País Vasco-Euskal Herriko Unibertsitatea, Donostia.
  • LINCOLN, J.R., OLSON, J. y ANADA, M. (1978), “Cultural effects on organizational structures: the case of Japanese firms in the United States”, American Sociological Review, 43, pp. 819-847.
  • LINDHOLM, N., TAHVANAINEN, M. y BJÖRKMAN, I. (1999), “Performance appraisal of host country employees: Western EMs in China”, en Brewster, C. y Harris, H. (eds.): International HRM, Contemporary Issues in Europe, pp. 143-159. London: Routledge.
  • MASLOW, A.H. (1954), Motivation and Personality. Nueva York: Harper and Row.
  • MAZNEVSKI, M.L. y DISTEFANO, J.J. (1995): Measuring culture in International Management: the Cultural Perspective Questionnaire. The University of Western Ontario, Working Paper Series, pp. 95-139.
  • MCCLELLAND, D.C. (1961), The achieving society. Nueva York: Van Nostrand.
  • MCGAUGHNEY, S. y DE CIERI, H. (1999), “Reassessment of convergence and divergence dynamics: Implications for international HRM”, The International Journal of Human Resource Management, vol. 10, nº. 2, pp. 235-250.
  • MCGREGOR, D. (1960), The Human Side of Enterprise. New York: McGrawHill.
  • MEAD, R. (1998), International Management. Cross cultural dimensions. Oxford: Blackwell.
  • MENDONCA, M. y KANUNGO, R.N. (1994), “Managing Human Resources: the issue of culture fit”, Journal of Management Inquiry, vol. 3, nº. 3, pp. 189-205.
  • MILLIMAN, J., VON GLINOW, M.A. y NATHAN, M. (1991), “Organizational life cycles and strategic international human resource management in multinational companies: implications for congruence theory”, Academy of Management Review, vol. 16, nº. 2, pp. 318-339.
  • MOSS-KANTER, R. (1991), “Transcending Business Boundaries: 12.000 world view managers view change”, Harvard Business Review, vol. 69, nº. 3, pp. 151-164.
  • MYLONI, B., HARZING, A.W. y MIRZA, H. (2004a), “Host country specific factors and the transfer of Human Resource Management practices in Multinational companies”, International Journal of Manpower, vol. 25, nº. 6, pp. 518-534.
  • —(2004b), “Human Resource Management in Greece. Have the Colours of Culture Faded Away?”, International Journal of Cross Cultural Management, vol. 4, nº. 1, pp. 59-76.
  • NEWMAN, K. y NOLLEN, S. (1996), “Culture and Congruence: The fit between management practices and national culture”, Journal of International Business Studies, vol. 27, nº. 4, pp. 753-779.
  • NYFIELD, G. y BARON, H. (2000): “Cultural context in adapting selection practices across borders”, en Kehoe, J.F. (ed.): Managing selection strategies in changing organizations, pp. 242-268. San Francisco (CA): Jossey-Bass.
  • PEPPAS, S.C. (2001), “Subcultural Simmilarities and Differences: An examination of US Core Values”, Cross Cultural Management, vol. 8, nº. 1, pp. 59-70.
  • RALSTON, D.A., HOLT, D.H., TEPSTRA; R.H. y KAI-CHENG, Y. (1997), “The impact of national culture and economic ideology on managerial work values: a study of the US, Russia, Japan and China”, Journal of International Business Studies, vol. 28, nº. 1, pp. 177-208.
  • RAMAMOORTHY, N. y CARROLL, S. (1998), “Individualism / collectivism orientations and reactions toward alternative human resource management practices”, Human Relations, vol. 51, nº. 5, pp. 571-588.
  • RONEN, S. y SHENKAR, O. (1985), “Clustering Countries on Attitudinal Dimensions: A Review and Synthesis”, Academy of Management Review, vol. 10, nº. 3, pp. 435-454.
  • ROSENZWEIG, P.M. y NOHRIA, N. (1994), “Influences on HRM practices in multinational corporations”, Journal of International Business Studies, vol. 25, nº. 2, pp. 229-251.
  • SACKMANN, S.A. y PHILLIPS, M.E. (2004), “Contextual Influences on Culture Research. Shifting Assumptions for New Workplace Realities”, International Journal of Cross Cultural Management, vol. 4, nº. 3, pp. 370-390.
  • SCHNEIDER, R. y BARSOUX, J.L. (1997), Managing across cultures. London: Prentice Hall.
  • —(1988), “National vs. Corporate Culture: Implications for Human Resource Management”, Human Resource Management, vol. 27, nº. 2, pp. 231-246.
  • Schuler, R.S. y Rogovsky, N. (1998), “Understanding Compensation Practice Variations Across Firms: The Impact of National Culture”, Journal of International Business Studies, vol. 29, nº. 1, pp. 159-177.
  • —, DOWLING, P.J. y DECIERI, H. (1993), “An integrative framework of strategic international human resource management”, International Journal of Human Resource Management, vol. 4, nº. 4, pp. 717-764.
  • SCHWARTZ, S.H. (1994), “Beyond individualism/collectivism: New cultural dimensions of values”, en Kim, U., Triandis, H.C., Kagitçibasi, Choi, S.C. y Yoon, G. (eds): Individualism and collectivism: Theory, method and applications, pp. 85-119. Thousand Oaks: Sage.
  • SCOTT, W.R. (1995), Institutions and Organizations. Thousand Oaks: Sage.
  • —y Meyer, J.W. (1993), ”The Organization of Societal Sectors Propositions and Early Evidence”, en Powell, W.W. y Dimaggio, P.J. (eds.): The New Institutionalism in Organizational Analysis, pp. 108-142. Chicago: University of Chicago.
  • SNODGRASS, C.R. y SEKARAN, U. (1989), “The cultural components of strategic decision making in the international arena”, in Neghandi, A.R. y Savara, A. (eds.): International strategic management, pp. 141-154. Lexington, MA.: Lexington Books.
  • SPARROW, P., HARRIS, H. y BREWSTER, C. (2003), “Towards a New Model of Globalizing HRM”, 7th Conference on International Human Resource Management. Limerick, Irlanda.
  • —y WU, P. (1998), “Does national culture really matter? Predicting HRM preferences of Taiwanese employees”, Employee Relations, vol. 20, nº. 1, pp. 26-56.
  • —, SCHULER, R.S. y JACKSON, S.E. (1994), “Convergence and divergence: human resource practices and policies for competitive advantage worldwide”, International Journal of Human Resource Management, vol. 5, nº. 2, pp. 267-299.
  • STONE, D.L., STONE-ROMERO E.F. y LUKASZEWSKI, K.M. (2007): “The impact of cultural values on the acceptance and effectiveness of human resource management policies and practices”, Human Resource Management Review, 17, pp. 152-165.
  • STONE-ROMERO, E.F. y STONE, D.L. (2002): “Cross-cultural differences in response to feedback: Implications for individual group and organizational effectiveness” en Ferris, G.R. (ed.): Research in personnel and human resource management, vol. 21, pp. 275-372. Greenwich, CT: JAI Press.
  • TARAS, V., ROWNEY, J. y STEEL, P. (2009): “Half a century of measuring culture: review of approaches, challenges and limitations based on the analysis of 121 instruments for quantifying culture”, Journal of International Management, 15, pp. 357-373.
  • TAYEB, M.H. (2005), International Human Resource Management. A multinational Company Perspective. Oxford: Oxford University Press.
  • —(1994), “Organisations and national culture: methodology considered”, Organisation Studies, vol. 15, nº. 3, pp. 429-446.
  • —(1988), Organizations and National Culture. A Comparative Analysis. Londres: Sage.
  • TAYLOR, E.B. (1871), Primitive Culture. Londres: Murray.
  • Taylor, S., Beechler, S. y Napier, N. (1996), “Toward an integrative model of strategic international human resource management”, Academy of Management Review, vol. 21, nº. 4, pp. 959-985.
  • TRIANDIS, H.C.(1994), “Cross-cultural industrial and organizational psychology”, en Triandis, H.C. , Dunnette, M.D. y Hough, L.M. (eds.), Handbook of Industrial and Organizational Psychology, vol. 4, pp. 103-172. Palo Alto, CA: Consulting Psychologists Press.
  • —(1982), “Review of culture’s consequences: International differences in workrelated values”, Human Organization, vol. 41, nº. 1, pp.86-90.
  • TROMPENAARS, F. (1994), Riding the Waves of culture. Understanding cultural diversity in business. Londres: Nicholas Brealey.
  • VERBURG, R.M., DRENTH, P.J.D., KOOPMAN, P.L., VAN MUIJEN, J.J. y WANG, Z. (1999), “Managing human resources across cultures: a comparative analyses of practices in industrial enterprises in China and The Netherlands”, International Journal of Human Resource Management, vol. 10, nº. 3, pp. 391-410.
  • WELCH, D.E. (1994), “Determinants of international human resource management approaches and activities: a suggested framework”, Journal of Management Studies, vol. 31, nº. 2, pp. 139-164.
  • YUEN, E.C. y KEE, H.T. (1993), “Headquarters, host-culture and organizational influences on HRM policies and practices”, Management International Review, vol. 33, nº. 4, pp. 361-380.