An Empirical Study on the Impact of Cultural Types on Resources Integration Model

DOI: 10.4236/jssm.2012.54039   PDF   HTML     3,759 Downloads   6,068 Views  


From the perspective of Resource-based Theory (RBT), organizational culture can be a source of sustained competitive advantage. And resources integration models, divided by property rights of resource, not firm boundary, as internal and external resources integration models, are presented as being specific in different cultural contexts. However, the literature review shows the absences of an integrated framework, which can help to highlight the different role that context-specific facets of culture play. This paper develops a conceptual framework based upon the culture literatures and evolutionary theory to define the relationship between four different cultural types, namely team-long-developmental culture (TLD), team-authority-communicative culture (TAC), long-risk-developmental culture (LRD) and risk-control-authoritative culture (RCA), and two different resource integration models. Our study undertook a survey of 168 effective samples from manufacturing industries and developed a model of Partial Least Squares (PLS). The empirical results confirm the reliability and validity of measurement scales. The theoretical hypotheses of cultural evolution mechanism for resource integration are also supported by the empirical evidence.

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Y. Zhan, J. Lu and W. Solvang, "An Empirical Study on the Impact of Cultural Types on Resources Integration Model," Journal of Service Science and Management, Vol. 5 No. 4, 2012, pp. 331-338. doi: 10.4236/jssm.2012.54039.

Conflicts of Interest

The authors declare no conflicts of interest.


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