Cross-cultural variations in climate for autonomy, stress and organizational productivity relationships: A comparison of Chinese and UK manufacturing organizations

Giles Hirst, Pawan Budhwar, Brian K Cooper, Michael West, Chen Long, Xu Chongyuan and Helen Shipton
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Giles Hirst: Department of Management, Faculty of Business Economics, Monash University, Melbourne, Australia
Pawan Budhwar: Aston Business School, Aston University, Birmingham, UK
Brian K Cooper: Department of Management, Faculty of Business Economics, Monash University, Melbourne, Australia
Michael West: Aston Business School, Aston University, Birmingham, UK
Chen Long: Institute of Psychology, Chinese Academy of Sciences, Beijing, China
Xu Chongyuan: Jiangsu Wuxi Economic Development Zone, Wuxi New District, Wuxi, China
Helen Shipton: Aston Business School, Aston University, Birmingham, UK

Journal of International Business Studies, 2008, vol. 39, issue 8, 1343-1358

Abstract: Cross-cultural researchers have questioned the extent to which European–American management practices can be transported to major markets in Asia, such as the People's Republic of China. Applying employee involvement theory, we examined the relationships between climate for autonomy, work demands climate, employee stress and organizational productivity in a cross-national study of 51 UK and 104 Chinese manufacturing organizations. We predicted and found that climate for autonomy was positively and negatively related to stress in the Chinese and UK contexts, respectively. The interaction of climate for autonomy and work demands climate was significant: climate for autonomy was positively related to organizational productivity only when work demands climate was low. Journal of International Business Studies (2008) 39, 1343–1358. doi:10.1057/jibs.2008.50

Date: 2008
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