AIB 2012 Conference Proceedings - Academy of International ...

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An Exploration of the Effects of National Context and Organizational Performance: An Analysis of Sectors in Two
Countries
G. Ronald Gilbert, Florida International University
Donald Roomes, Florida International University
This paper examines the performance of organizations in two unique national contexts—Jamaica and the USA.
Jamaica is a more economically challenged nation and is characterized as having different cultural values and
inferior infrastructures (e.g., economic, political, public safety, and communications) than the USA. Based on
samples from working adults in Jamaica (N=704) and the USA (N=884) and differentiating types of
organizations by sector (public, private, and not-for-profit), we analyze the performance of organizations
between and within the two nations. All three sectors in the USA perform more effectively than those in Jamaica
based on criteria associated with the productivity systems-service quality chain and human resources support
systems in the organizations. We find that NFP organizations in both countries perform more effectively on most
of the criteria used to assess performance. Public organizations tend to be rated lower than the other sectors in
both national contexts. It is suggested that its lower performance is attributable to the political nature of its
design, lack of clear outcome objectives, labor management relations, and employee motivational structures.
Differences in performance of the organizations embedded in the two nations may be attributed more to
economic and infrastructure conditions than cultural values per se. (For more information, please contact: G.
Ronald Gilbert, Florida International University, USA: ron.gilbertems@gmail.com)
A Psychological Perspective on Cultural Difference: Epistemological Heterogeneity and Individual Heterogeneity
Across Cultures
Kamal Fatehi, Kennesaw State University
A Psychological Perspective on Cultural Difference: Epistemological Heterogeneity and Individual Heterogeneity
Across Cultures Abstract Most cross-cultural studies of management have been sociological type. Conventional
view of cultures and sociological perspective has resulted in the assumption that within each culture members
are homogeneous in their psychological make-up, logic, and perspective. Although researchers have reminded
us that people vary on pivotal psychological dimensions, both on a between-country and within-country basis,
these reminders were not heeded. Maruyama's theories and research was exception. Although, other disciplines
have creatively used Maruyama's epistemological heterogeneity, and heterogeneity across cultures, international
management literature, for the most part, has ignored this line of inquiry. This paper elaborates on Maruyama's
research and suggests that researchers in international management could use this line of inquiry to expand
upon our understanding of effective managerial practices dealing with individuals and cultures. (For more
information, please contact: Kamal Fatehi, Kennesaw State University, USA: kfatehi@kennesaw.edu)
Intra-National Diversity and Regionalism within the Indian Diaspora: Effects on Reverse FDI
Masud Chand, Wichita State University
Majid Ghorbani, Renmin University of China
Intra-national diversity and regionalism are becoming increasingly important in countries with multiple ethnic
and national groups. In this paper, we look at intra-national diversity within the Indian diaspora to find
explanations for regional patterns in reverse FDI. We tested the effect of intra-national diversity among the
Indian diaspora in the U.S. and Canada in a two stage empirical study that used both qualitative and
quantitative methods. Our results point to the importance of regionalism in the diasporic reverse FDI to India
from both countries. The results also point to the importance of having social networks in the target FDI state in
the diaspora's decision to invest in that particular state. (For more information, please contact: Masud Chand,
Wichita State University, USA: masud.chand@wichita.edu)
AIB 2012 Conference Proceedings
Page 95