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Cultural Effects on Organizational Resilience: Evidence from the NAFTA Region

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  • Bernhard Fietz

    (Technische Universität Dresden)

  • Julia Hillmann

    (Technische Universität Dresden)

  • Edeltraud Guenther

    (United Nations University)

Abstract

The purpose of this paper is to investigate the influence of national culture on organizational resilience, the effects of which are analyzed for companies from the North American Free Trade Agreement (NAFTA) region. This paper utilizes an etic approach to study this relationship and has an empirical design with a sample of N = 464. The direct effect of national culture on organizational resilience is investigated. To measure national culture, this paper relies on the dimensions of Hofstede. A multiple regression analysis is applied to answer the hypotheses. Results show that the dimensions of power distance, individualism, uncertainty avoidance, and indulgence have a significant direct effect on an organization’s resilience. This paper confirms the necessity for reflecting upon the importance of national cultures to globally-working organizations. Organizations that are dedicated to proactive development in their organizational resilience must understand the cultural circumstances that might hinder resilience development. Indeed, cultural influences play a significant role in human resource trainings, choices of location, leadership styles, and managing stakeholders and external alliances to improve organizational resilience. This paper is the first to quantitatively study the relationship of national culture on organizational resilience.

Suggested Citation

  • Bernhard Fietz & Julia Hillmann & Edeltraud Guenther, 2021. "Cultural Effects on Organizational Resilience: Evidence from the NAFTA Region," Schmalenbach Journal of Business Research, Springer, vol. 73(1), pages 5-46, March.
    • Handle: RePEc:spr:sjobre:v:73:y:2021:i:1:d:10.1007_s41471-021-00106-8
    DOI: 10.1007/s41471-021-00106-8
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    Cited by:

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    2. Maximilian Weis & Patricia Klarner, 2022. "A CEO’s Future Temporal Depth and Organizational Resilience," Schmalenbach Journal of Business Research, Springer, vol. 74(4), pages 659-693, December.
    3. Sławomir Zapłata & Magdalena Muradin & Patryk Feliczek & Joanna Katarzyna Banach & Kacper Sieciński, 2024. "Organizational Resilience Opacity in the Prism of Circular Strategy—Metal Industry Manufacturing Practice," Sustainability, MDPI, vol. 16(23), pages 1-20, November.
    4. Slawomir Zaplata, 2024. "Tying Up Loose Ends in Organizational Resilience– Current Status and Future Directions," European Research Studies Journal, European Research Studies Journal, vol. 0(4), pages 714-734.
    5. Charlotte Förster & Caroline Paparella & Stephanie Duchek & Wolfgang H. Güttel, 2022. "Leading in the Paradoxical World of Crises: How Leaders Navigate Through Crises," Schmalenbach Journal of Business Research, Springer, vol. 74(4), pages 631-657, December.

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    More about this item

    Keywords

    Organizational Resilience; National culture; Hofstede; Cross-country comparison; Survey; NAFTA;
    All these keywords.

    JEL classification:

    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General
    • M16 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - International Business Administration
    • M59 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Other
    • Z19 - Other Special Topics - - Cultural Economics - - - Other

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