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Societal Culture in Iceland and Lithuania: Managerial Implications

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dc.contributor Háskóli Íslands
dc.contributor University of Iceland
dc.contributor.author Minelgaite, Inga
dc.contributor.author Edvardsson, Ingi Runar
dc.contributor.author Littrell, Romie F.
dc.date.accessioned 2017-07-10T14:00:03Z
dc.date.available 2017-07-10T14:00:03Z
dc.date.issued 2017-04
dc.identifier.citation Snaebjornsson, I. M., Edvardsson, I. R., & Littrell, R. F. (2017). Societal Culture in Iceland and Lithuania: Managerial Implications. SAGE Open, 7(2), 2158244017704023. doi:doi:10.1177/2158244017704023
dc.identifier.issn 2158-2440
dc.identifier.uri https://hdl.handle.net/20.500.11815/327
dc.description.abstract This article contributes to cross-cultural management literature, by providing empirical data from two underresearched countries, to serve in the future as benchmark cultural shift research. Furthermore, it illustrates not only the insufficiency of mare statement of cultural dimension difference/similarities but also a need to contextualize them. Results indicate that Icelandic and Lithuanian societal cultures are different on three out of seven of Hofstede’s dimensions; however, these differences have considerable effect on management practices. Results also present how a similar score of the same dimension fails to explain big differences within societies regarding a particular aspect (e.g. gender gap) and suggest that societal cultural differences have implications on management practices regarding work–life balance, motivational system, organizational structure, and level of formalization. Icelanders will put more importance on leisure and will feel happier in general, whereas Lithuanians will have higher work ethics. Lithuanians will be inclined to higher need for achievement (particularly for expatriate management). More structure, formalization, hierarchy, and direct following of the regulations can be expected in Lithuania. This contribution fills the gap in the literature by comparing societal cultures of two countries that have been neglected in cross-cultural research. Both countries are undergoing societal changes and the results of this research can serve in the future as a benchmark for indication of cultural swift. Furthermore, this article outlines the practical implications of societal cultural differences for management.
dc.format.extent 215824401770402
dc.language.iso en
dc.publisher SAGE Publications
dc.relation.ispartofseries Sage Open;7(2)
dc.rights info:eu-repo/semantics/openAccess
dc.subject Societal culture
dc.subject Iceland
dc.subject Lithuania
dc.subject Management
dc.subject Hofstede’s dimensions
dc.subject VSM08
dc.subject Menning
dc.subject Ísland
dc.subject Litháen
dc.subject Stjórnun
dc.title Societal Culture in Iceland and Lithuania: Managerial Implications
dc.type info:eu-repo/semantics/article
dcterms.license This article is distributed under the terms of the Creative Commons Attribution 3.0 License (http://www.creativecommons.org/licenses/by/3.0/) which permits any use, reproduction and distribution of the work without further permission provided the original work is attributed as specified on the SAGE and Open Access pages (https://us.sagepub.com/en-us/nam/open-access-at-sage).
dc.description.version Peer Reviewed
dc.identifier.journal Sage Open
dc.identifier.doi 10.1177/2158244017704023
dc.contributor.department Viðskiptafræðideild (HÍ)
dc.contributor.department Faculty of Business Administration (UI)
dc.contributor.school Félagsvísindasvið (HÍ)
dc.contributor.school School of Social Sciences (UI)

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