Developing an understanding of the human resource (HR) complexities in Pakistan with a GLOBE cultural lens

Sadia Nadeem, Mary Sully de Luque

    Research output: Contribution to journalArticle

    3 Citations (Scopus)

    Abstract

    This article presents primary data from the GLOBE study in Pakistan and compares them with secondary data from the 61 GLOBE societies, in an effort to increase the interest of scholars of cross-cultural management in Pakistan and also provide a practically useful overview for businesses. Results based on data collected from 152 middle managers using the original GLOBE research instruments indicate that Pakistani society exhibits high power distance and in-group collectivism but low assertiveness and gender egalitarianism. The results also indicate a desire to create a more egalitarian society; however, people appear to treasure the lack of assertiveness and high in-group loyalty. In light of these findings, the authors offer implications for management in Pakistan, in accordance with cross-cultural management literature. In-depth research within Pakistan, as well as comparative cross-national studies, are needed to develop a deeper understanding of the impact of the culture on human resource practices in Pakistan.

    Original languageEnglish (US)
    Pages (from-to)1-19
    Number of pages19
    JournalJournal of Management and Organization
    DOIs
    StateAccepted/In press - Jan 14 2018

    Fingerprint

    Pakistan
    Human resources
    Assertiveness
    Cross-cultural management
    Power distance
    Egalitarianism
    Secondary data
    Loyalty
    Middle managers
    Collectivism
    Human resource practices
    Cross-national study

    Keywords

    • cross-cultural issues in HRM in emerging markets
    • cross-cultural management
    • cultural dimensions
    • international human resource management
    • national culture

    ASJC Scopus subject areas

    • Business and International Management
    • Organizational Behavior and Human Resource Management

    Cite this

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