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Managing the workplace in a globalized world: The role of national culture in workplace management. / Plijter, EB; van der Voordt, DJM; Rocco, Roberto .

In: Facilities, Vol. 32, No. 13/14, 2014, p. 744-760.

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@article{8e210b8550474d4ea261d8902b13bcc7,
title = "Managing the workplace in a globalized world: The role of national culture in workplace management",
abstract = "Purpose: to provide a better insight into the role of national cultures on the management and design of workplaces of multinationals in different countries.Design/methodology/approach: This explorative study is based on an extensive literature review of dimensions of national culture in connection to corporate real estate management, interviews with ten representatives of multinationals on corporate real estate strategies and workplace characteristics, and a multiple case study of two multinational firms with site visits and observations at offices in the Netherlands, Germany and Great Britain.Findings: Whereas all interviewed companies had their real estate portfolio to some extent aligned to the local national culture, none had a strict central policy about this issue. Differences in workplace characteristics were mainly caused by the involvement of local people in workplace design. Using Hofstede’s cultural dimensions the case studies showed relationships between masculinity of a culture and the expression of status and between uncertainty avoidance and openness to innovation; however, no relationships were found related to differences in power distance and short/long term orientation.Research limitations: The case studies were conducted in three EU countries. Due to practical reasons, most interviewees were Dutch. Additional empirical research including more different national cultures is needed to advance more unequivocal conclusions and to develop a clear set of guidelines for decision-making.Practical implications: The findings stress the importance of finding a balance between aligning facilities to business purposes and meeting the needs of different (groups of) employees in multinational environments.Originality/value: Although much has been written about national culture, not much research is available yet in connection to facilities management and corporate real estate management.",
keywords = "national culture, corporate culture, facilities, corporate real estate management, workplace characteristics, decision-making",
author = "EB Plijter and {van der Voordt}, DJM and Roberto Rocco",
note = "Accepted Author Manuscript",
year = "2014",
doi = "10.1108/F-11-2012-0093",
language = "English",
volume = "32",
pages = "744--760",
journal = "Facilities",
issn = "0263-2772",
publisher = "Emerald Publishing",
number = "13/14",

}

RIS

TY - JOUR

T1 - Managing the workplace in a globalized world: The role of national culture in workplace management

AU - Plijter, EB

AU - van der Voordt, DJM

AU - Rocco, Roberto

N1 - Accepted Author Manuscript

PY - 2014

Y1 - 2014

N2 - Purpose: to provide a better insight into the role of national cultures on the management and design of workplaces of multinationals in different countries.Design/methodology/approach: This explorative study is based on an extensive literature review of dimensions of national culture in connection to corporate real estate management, interviews with ten representatives of multinationals on corporate real estate strategies and workplace characteristics, and a multiple case study of two multinational firms with site visits and observations at offices in the Netherlands, Germany and Great Britain.Findings: Whereas all interviewed companies had their real estate portfolio to some extent aligned to the local national culture, none had a strict central policy about this issue. Differences in workplace characteristics were mainly caused by the involvement of local people in workplace design. Using Hofstede’s cultural dimensions the case studies showed relationships between masculinity of a culture and the expression of status and between uncertainty avoidance and openness to innovation; however, no relationships were found related to differences in power distance and short/long term orientation.Research limitations: The case studies were conducted in three EU countries. Due to practical reasons, most interviewees were Dutch. Additional empirical research including more different national cultures is needed to advance more unequivocal conclusions and to develop a clear set of guidelines for decision-making.Practical implications: The findings stress the importance of finding a balance between aligning facilities to business purposes and meeting the needs of different (groups of) employees in multinational environments.Originality/value: Although much has been written about national culture, not much research is available yet in connection to facilities management and corporate real estate management.

AB - Purpose: to provide a better insight into the role of national cultures on the management and design of workplaces of multinationals in different countries.Design/methodology/approach: This explorative study is based on an extensive literature review of dimensions of national culture in connection to corporate real estate management, interviews with ten representatives of multinationals on corporate real estate strategies and workplace characteristics, and a multiple case study of two multinational firms with site visits and observations at offices in the Netherlands, Germany and Great Britain.Findings: Whereas all interviewed companies had their real estate portfolio to some extent aligned to the local national culture, none had a strict central policy about this issue. Differences in workplace characteristics were mainly caused by the involvement of local people in workplace design. Using Hofstede’s cultural dimensions the case studies showed relationships between masculinity of a culture and the expression of status and between uncertainty avoidance and openness to innovation; however, no relationships were found related to differences in power distance and short/long term orientation.Research limitations: The case studies were conducted in three EU countries. Due to practical reasons, most interviewees were Dutch. Additional empirical research including more different national cultures is needed to advance more unequivocal conclusions and to develop a clear set of guidelines for decision-making.Practical implications: The findings stress the importance of finding a balance between aligning facilities to business purposes and meeting the needs of different (groups of) employees in multinational environments.Originality/value: Although much has been written about national culture, not much research is available yet in connection to facilities management and corporate real estate management.

KW - national culture

KW - corporate culture

KW - facilities

KW - corporate real estate management

KW - workplace characteristics

KW - decision-making

UR - http://resolver.tudelft.nl/uuid:8e210b85-5047-4d4e-a261-d8902b13bcc7

U2 - 10.1108/F-11-2012-0093

DO - 10.1108/F-11-2012-0093

M3 - Article

VL - 32

SP - 744

EP - 760

JO - Facilities

T2 - Facilities

JF - Facilities

SN - 0263-2772

IS - 13/14

ER -

ID: 1425695