TY - JOUR

T1 - Does the relationship between sustainable human resource management and organizational identification vary by culture? Evidence from 35 countries based on GLOBE framework

AU - Author Collaboration of "Does the relationship between sustainable human resource management and organizational identification vary by culture? Evidence from 35 countries based on GLOBE framework"

AU - Turek, Dariusz

AU - Wojtczuk-Turek, Agnieszka

AU - Edgar, Fiona

AU - Podgorodnichenko, Nataliya

AU - Okay-Somerville, Belgin

AU - Fu, Na

AU - Lupina-Wegener, Anna

AU - Klein, Howard J.

AU - Akbas, Gulcin

AU - Al-Romeedy, Bassam Samir

AU - Apospori, Eleni

AU - Bosak, Janine

AU - Caldana, Adriana

AU - Crapolicchio, Eleonora

AU - Chavanovanich, Jennifer

AU - Desjardins, Guillaume

AU - Dorrough, Angela

AU - Dunlop, Patrick

AU - Edralin, Divina

AU - Etikariena, Arum

AU - Fernando, Denise

AU - Galvez Sierra, Lady Brigitte

AU - Gillet, Nicolas

AU - Madero-Gómez, Sergio

AU - Gutiérrez-Crocco, Francisca

AU - Haeffner, Carolin

AU - Hutchings, Paul

AU - Huyghebaert-Zouaghi, Tiphaine

AU - Ikeda, Hiroshi

AU - Järlström, Maria

AU - Jekel, Marc

AU - Jensen, Dorthe Høj

AU - Jose, Jerin

AU - Karabatı, Serdar

AU - Kinahan, Mary

AU - Lauzier, Martin

AU - Lawal, Abiodun

AU - Lisak, Alon

AU - Leiva, Pedro

AU - Malayeri, Shera

AU - Manzi, Claudia

AU - Mariani, Marco Giovanni

AU - Martskvishvili, Khatuna

AU - Mayer, Claude Hélène

AU - Mikołajczyk, Katarzyna

AU - Molina, María José Charlo

AU - Moscatelli, Silvia

AU - Mösli, Matteo

AU - Neto, Felix

AU - Sevincer, Timur

N1 - Publisher Copyright: © 2025, Emerald Publishing Limited.

PY - 2025/5/29

Y1 - 2025/5/29

N2 - 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 GLOBE’s framework). The study’s 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.

AB - 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 GLOBE’s framework). The study’s 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.

KW - National culture

KW - Organizational identification

KW - Sustainable HRM practices

KW - Psychology

UR - http://www.scopus.com/inward/record.url?scp=105009400043&partnerID=8YFLogxK

U2 - 10.1108/CEMJ-04-2024-0121

DO - 10.1108/CEMJ-04-2024-0121

M3 - Journal articles

AN - SCOPUS:105009400043

JO - Central European Management Journal

JF - Central European Management Journal

SN - 2658-0845

ER -