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

Autores/as

  • Aitziber Lertxundi Universidad del País Vasco (UPV-EHU

Palabras clave:

enfoque cultural, dirección de recursos humanos, revisión.

Resumen

En este trabajo se efectúa una revisión del Enfoque Cultural en el campo de la dirección de los recursos humanos. Con este objetivo se analizan los estudios donde se ha tratado la influencia de la cultura en aspectos tales como, la configuración de las organizaciones o la propia función de recursos humanos, prestando especial atención a su consideración al contexto internacional donde sus premisas teóricas adquieren un matiz especialmente importante. Finalizamos el trabajo con una reflexión sobre la consideración de la variable cultura en esta literatura y las necesida desde investigación que implica la aplicabilidad futura de este enfoque teórico.

Biografía del autor/a

Aitziber Lertxundi, Universidad del País Vasco (UPV-EHU

Departamento de Economía Financiera II

Citas

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.

Descargas

Publicado

2012-07-03

Cómo citar

Lertxundi, A. (2012). El enfoque cultural en la dirección de los recursos humanos: revisión de la literatura e implicaciones para el futuro. ICADE. Revista De La Facultad De Derecho, (81), 257–285. Recuperado a partir de https://revistas.comillas.edu/index.php/revistaicade/article/view/165

Número

Sección

Monográfico. Artículos