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Managing change in transnational companies: does cultural distance matter?

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Managing change in transnational companies: does cultural distance matter? / Matzler, Kurt; Strobl, Andreas; Krill, Ellen .
In: European Journal of International Management, Vol. 14, No. 3, 02.03.2020, p. 494 - 523.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Matzler, K, Strobl, A & Krill, E 2020, 'Managing change in transnational companies: does cultural distance matter?', European Journal of International Management, vol. 14, no. 3, pp. 494 - 523. https://doi.org/10.1504/EJIM.2020.107014

APA

Matzler, K., Strobl, A., & Krill, E. (2020). Managing change in transnational companies: does cultural distance matter? European Journal of International Management, 14(3), 494 - 523. https://doi.org/10.1504/EJIM.2020.107014

Vancouver

Matzler K, Strobl A, Krill E. Managing change in transnational companies: does cultural distance matter? European Journal of International Management. 2020 Mar 2;14(3):494 - 523. doi: 10.1504/EJIM.2020.107014

Author

Matzler, Kurt ; Strobl, Andreas ; Krill, Ellen . / Managing change in transnational companies : does cultural distance matter?. In: European Journal of International Management. 2020 ; Vol. 14, No. 3. pp. 494 - 523.

Bibtex

@article{68df202ba29040f68d1a66519f468c80,
title = "Managing change in transnational companies: does cultural distance matter?",
abstract = "Employees commitment to change is an important prerequisite for change management success. We test how direct managers transformational leadership and top management communication impact employees commitment to change and how, in a transnational organisation, these relationships are moderated by cultural distance. We measure cultural distance using GLOBE (Global Leadership and Organizational Behaviour Effectiveness Research) dimensions. The results of the study in a German technology company (939 employees, operating in 30 countries) show that transformational leadership and top management communication are positively related to affective and normative commitment to change. Cultural distance positively moderates the direct managers transformational leadershipaffective commitment relationship and reduces the influence of top management communication on normative commitment to change.",
keywords = "organisational change, transformational leadership, top management communication, cultural distance, GLOBE",
author = "Kurt Matzler and Andreas Strobl and Ellen Krill",
year = "2020",
month = mar,
day = "2",
doi = "10.1504/EJIM.2020.107014",
language = "English",
volume = "14",
pages = "494 -- 523",
journal = "European Journal of International Management",
issn = "1751-6757",
publisher = "Inderscience Enterprises Ltd.",
number = "3",

}

RIS

TY - JOUR

T1 - Managing change in transnational companies

T2 - does cultural distance matter?

AU - Matzler, Kurt

AU - Strobl, Andreas

AU - Krill, Ellen

PY - 2020/3/2

Y1 - 2020/3/2

N2 - Employees commitment to change is an important prerequisite for change management success. We test how direct managers transformational leadership and top management communication impact employees commitment to change and how, in a transnational organisation, these relationships are moderated by cultural distance. We measure cultural distance using GLOBE (Global Leadership and Organizational Behaviour Effectiveness Research) dimensions. The results of the study in a German technology company (939 employees, operating in 30 countries) show that transformational leadership and top management communication are positively related to affective and normative commitment to change. Cultural distance positively moderates the direct managers transformational leadershipaffective commitment relationship and reduces the influence of top management communication on normative commitment to change.

AB - Employees commitment to change is an important prerequisite for change management success. We test how direct managers transformational leadership and top management communication impact employees commitment to change and how, in a transnational organisation, these relationships are moderated by cultural distance. We measure cultural distance using GLOBE (Global Leadership and Organizational Behaviour Effectiveness Research) dimensions. The results of the study in a German technology company (939 employees, operating in 30 countries) show that transformational leadership and top management communication are positively related to affective and normative commitment to change. Cultural distance positively moderates the direct managers transformational leadershipaffective commitment relationship and reduces the influence of top management communication on normative commitment to change.

KW - organisational change

KW - transformational leadership

KW - top management communication

KW - cultural distance

KW - GLOBE

U2 - 10.1504/EJIM.2020.107014

DO - 10.1504/EJIM.2020.107014

M3 - Journal article

VL - 14

SP - 494

EP - 523

JO - European Journal of International Management

JF - European Journal of International Management

SN - 1751-6757

IS - 3

ER -