ISSN 1671-3710
CN 11-4766/R
主办:中国科学院心理研究所
出版:科学出版社

心理科学进展 ›› 2022, Vol. 30 ›› Issue (7): 1651-1666.doi: 10.3724/SP.J.1042.2022.01651

• 研究前沿 • 上一篇    

国家内部地域文化差异及其对组织的影响

朱秀梅1(), 郑雪娇1, 许海2, 徐艳梅1()   

  1. 1中国科学院大学经济与管理学院, 北京 100190
    2山东能源新疆能化有限公司, 乌鲁木齐 830000
  • 收稿日期:2020-12-20 出版日期:2022-07-15 发布日期:2022-05-17
  • 通讯作者: 朱秀梅,徐艳梅 E-mail:zhuxiumei@ucas.edu.cn;xuyanmei@ucas.ac.cn
  • 基金资助:
    国家自然科学基金项目(71872171);国家自然科学基金项目(71974178)

Within-country regional cultural differences and their organizational implications

ZHU Xiumei1(), ZHENG Xuejiao1, XU Hai2, XU Yanmei1()   

  1. 1School of Economics and Management, University of Chinese Academy of Sciences, Beijing 100190, China
    2Shandong Energy Group, Xinjiang Energy & Chemical CO. LTD, Urumqi 830000, China
  • Received:2020-12-20 Online:2022-07-15 Published:2022-05-17
  • Contact: ZHU Xiumei,XU Yanmei E-mail:zhuxiumei@ucas.edu.cn;xuyanmei@ucas.ac.cn

摘要:

近年来,跨文化管理研究越来越关注国家内部(次国家层面)地域文化差异。在类似中国这样幅员辽阔历史悠久的多民族国家中,经济发展带来的人口流动和企业的跨地域布局使得员工与管理者都需要面对不同外部地域文化环境和组织内部人员地域多样化的挑战,研究国家内部地域文化差异及其对组织的影响有重要意义。
现有实证研究的一个重要共识是国家内部地域文化差异普遍存在于亚洲、欧洲和南北美洲各国。覆盖的国家类型多样,既有美国、巴西等地理跨度较大或有多民族多宗教历史文化背景的国家,也有日本、德国等地理跨度较小或历史上民族和信仰成分较单一的国家;既包括高度工业化的发达国家,也有发展中国家;既有集体主义倾向的东南亚和南美国家,也有个人主义倾向的北美和西欧国家。差异的内容主要包括霍夫斯泰德和施瓦茨的文化价值观维度,尤其是个人主义-集体主义。此外,不同国家之间内部地域文化差异的程度也显著不同。
聚焦中国大陆的研究主要关注了大陆地域文化区的划分和地域文化差异的内容维度。研究早期主要是从理论上根据影响文化的外部因素(如地理环境特征)讨论了文化差异的存在和文化区域划分,后来直接根据价值观相似度对不同省市或地区进行聚类;近年来,少数研究进一步依据多个指标综合划分地域文化区,并开始假设和验证不同区域价值观对个人和组织的影响。本文整合现有的几种中国大陆地域文化区划,用层次聚类法,获得了有较大共识的8个文化区。现有实证研究结果表明,中国大陆在集体主义、长期导向、风险偏好、儒家价值观等文化价值观维度存在地域差异。
有关国家内部地域文化差异如何影响组织行为和企业经营管理的实证文献仍然非常有限。 从跨地区文化比较的视角看,国家内部不同地区的文化价值观有可能影响当地人群的消费模式、员工行为、管理风格和决策(如投资),进而影响企业生产效率和创新。从跨地区文化互动研究看,母公司企业文化与子公司所在地文化互动融合的模式有可能影响子公司经营绩效。最后,国家内部地域文化差异的程度不仅有可能影响本国企业跨地区布局的方式,还有可能影响企业跨境投资方式、企业国际化程度和经营绩效。
未来研究应更多的关注个人主义-集体主义以外的文化维度,探索主位视角来丰富研究理论和测量方法,尤其亟需更多对地域文化差异和跨地域互动在个人,团队和组织层面的结果的研究。最后,文化随着经济活动、政治变化、人口流动、对外交流互动而不断演化。在经济持续发展、商业活动地理布局不断拓展、人员流动极大增加、改革开放进一步深化的大背景下,我国大陆各区域及港澳台地区的地域文化价值观的演变,及其组织中不同层面的行为和结果的影响也值得探究。

关键词: 跨文化管理, 文化差异, 价值观, 地域差异, 次国家层面差异

Abstract:

In recent years, cross-cultural management research has been paying more attention to within country or sub-national regional cultural differences. For countries such as China, with a multi-ethnic population, vast territorial span and long history, assessing the extent and the nature of regional cultural differences is even more important for effective personnel management and business operation. Rapid economic development has increased geographic mobility of labor force and cross-regional expansion of enterprises. As a result, both employees and managers must face the external challenges of adapting to different regional cultural environments and internal challenges of working with and managing personnel with different regional cultural origin.
Existing empirical research has reported wide-spread subnational regional cultural differences in Asian, European, and North and South American countries. The type of countries in this list rangs from multi-ethnic and multi-religious countries with large geographic span(such as the United States and Brazil) to those with smaller territory and more homogeneous ethnic and religious composition(such as Japan and Germany), from highly industrialized developed countries to developing countries, and from Southeast Asian and South American countries with higher collectivism to North American and Western European countries with greater individualistic inclination. The dimensions of difference mainly include the cultural value dimension of Hofstede and Schwartz, especially individualism-collectivism values. In addition, the degree of internal regional cultural differences has also been found to vary significantly from country to country.
Existing literature on mainland China has mainly attempted to classify administrative units (i.e., provinces and counties) into culturally distinctive subnational regions and identify the content dimensions of regional cultural differences. Early research theoretically argues for the presence of cultural value differences and classifies subnational cultural region based on external factors affecting culture (such as geographic characteristics). Subsequent classifications are directly based on the degree of cultural value similarity. A handful more recent research uses multiple indicators to establishes subnational cultural and begins to hypothesize on and verify the dimensions and direction of differences cross regions. More specifically, hierarchical clustering of major existing cultural region classifications of mainland China yields eight cultural regions with high degrees of consensus; significant regional differences have been reported in cultural values such as collectivism, long-term orientation, risk preferences, and Confucian values.
Very limited research has examined if and how within-country regional cultural differences may influence organizational behavior and performance. From a cross-cultural comparison perspective, different regional cultural values may be associated with variations in local people’s consumption patterns, work behaviors, managerial styles, and inclinations in decision-making (such as investment), which in turn may affect organizational performance and innovation. From a cross-cultural interaction perspective, how parent company corporate culture interacts and integrates with the local culture of subsidiary sites may affect the latter’s operation and performance. Finally, the degree of variation in regional cultures within a country may affect not just the pattern of domestic companies’ cross-regional expansion within the country, but also those companies’ methods of international investment,degree of internationalization and performance of international operation.
Future research should pay more attention to within country regional differences in cultural dimensions other than individualism-collectivism, and make greater effort to identify dimensions of within country regional cultural differences and develop instrument of measurement from an emic perspective. How regional cultural differences and cross-regional interactions may influence behaviors and outcomes at the individual, team, and organizational level remains a largely open field of research. Finally, cultures constantly evolve with economic activities, political changes, population movements, and cross-cultural exchanges and interactions. In the context of China’s continuous economic development, expanding geographical reach of business activities, increasing personnel mobility, and deepening of reform and opening-up, the evolution of cultural values in various regions of mainland China, Hong Kong, Macao and Taiwan, and its impact on behaviors and outcomes across multiple levels of analysis are important and promising areas for future research.

Key words: cross-cultural management, cultural values, within country regional differences, subnational cultural heterogeneity

中图分类号: