Does the relationship between sustainable human resource management and organizational identification vary by culture? Evidence from 35 countries based on GLOBE framework
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In: Central European Management Journal, 29.05.2025.
Research output: Journal contributions › Journal articles › Research › peer-review
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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 -