 Does the relationship between sustainable human resource management and organizational identification vary by culture? Evidence from 35 countries based on GLOBE frameworkDariusz Turek, Agnieszka Wojtczuk-Turek, Fiona Edgar, Nataliya Podgorodnichenko, Belgin Okay-Somerville, Na Fu, Anna Lupina-Wegener, Howard J. Klein, Gulcin Akbas, Bassam Samir Al-Romeedy, Eleni Apospori, Janine Bosak, Adriana Caldana, Eleonora Crapolicchio, Jennifer Chavanovanich, Guillaume Desjardins, Angela Dorrough, Patrick Dunlop, Divina Edralin, Arum Etikariena, Denise Fernando, Lady Brigitte Galvez Sierra, Nicolas Gillet, Sergio Madero-Gómez, Francisca Gutiérrez-Crocco, Carolin Haeffner, Paul Hutchings, Tiphaine Huyghebaert-Zouaghi, Hiroshi Ikeda, Maria Järlström, Marc Jekel, Dorthe Høj Jensen, Jerin Jose, Serdar Karabatı, Mary Kinahan, Martin Lauzier, Abiodun Lawal, Alon Lisak, Pedro Leiva, Shera Malayeri, Claudia Manzi, Marco Giovanni Mariani, Khatuna Martskvishvili, Claude-Hélène Mayer, Katarzyna Mikołajczyk, María José Charlo Molina, Silvia Moscatelli, Matteo Mösli, Felix Neto, Joana Neto, Erico Rentería-Pérez, Narumol Petchthip, Ceri Phelps, Segundo Gonzalo Pazmay-Ramos, Maia Robakidze, Dayamy Lima Rojas, Alice Salendu, Marco Salvati, Mercedes Sánchez-Apellániz, Susana Schmitz, Timur Sevincer, Masoumeh Seydi, Akihito Shimazu, Bertina Sjabadhyni, Katie Sullivan, Marina Greghi Sticca, Harry Susianto, Le Tan, Beril Turkoglu, Klaske Veth, Serena Wee and Gangfeng Zhang Central European Management Journal, 2025, vol. 33, issue 4, 667-696 Abstract: PurposeThe 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/approachWe conducted the study with data from 10,421 employees across 35 countries. We used a multilevel modeling approach for data analysis.FindingsThe 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/valueThis 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. Keywords: Sustainable HRM practices; National culture; Organizational identification (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eme:cemjpp:cemj-04-2024-0121 DOI: 10.1108/CEMJ-04-2024-0121 Access Statistics for this article Central European Management Journal is currently edited by Associate Professor Pawel Korzynski More articles in Central European Management Journal from Emerald Group Publishing Limited |
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