Does the relationship between sustainable human resource management and organizational identification vary by culture? Evidence from 35 countries based on GLOBE framework

Turek, D and Wojtczuk-Turek, A and Edgar, F and Podgorodnichenko, N and Hutchings, Paul B. and Phelps, Ceri and Sullivan, Katie and Wee, S and Zhang, G (2025) Does the relationship between sustainable human resource management and organizational identification vary by culture? Evidence from 35 countries based on GLOBE framework. Central European Management Journal. ISSN 2658-0845

Text Turek et al 2025.pdf Available under License CC-BY Creative Commons Attribution. Download (801kB)

Abstract

Purpose – The article discusses the relationships between sustainable HRM and organizational identification, conceptualized at the individual level, and the moderating role of cultural dimensions conceptualized at the country level (described in GLOBE’s framework). The study’s theoretical model based on social exchange theory proposesthatsustainable HRM practice increases organizational identification. However, the strength of thisidentification depends on the dimensions of national culture. Thus, we assumed national culture functions as a second-level moderator in the relationship between sustainable HRM and organizational identification. Design/methodology/approach – We conducted the study with data from 10,421 employees across 35 countries. We used a multilevel modeling approach for data analysis. Findings – The study revealed the cross-level interaction effects of national culture on the relationship between sustainable HRM practice and organizational identification. Specifically, the results indicate that sustainable HRM strengthens employees’ organizational identification more in cultures with higher levels of gender egalitarianism and lower levels of humane orientation. Originality/value – This study demonstrates that the relationship between sustainable HRM practices and employees’ organizational identification is culturally sensitive. It highlights the need to consider cultural context when assessing the impact of sustainable HRM practices on employee outcomes. Furthermore, it shows that certain cultural dimensions can enhance the effect of sustainable HRM practices.

Item Type:	Article
Uncontrolled Keywords:	Sustainable HRM practices; National culture; Organizational identification
Subjects:	B Philosophy. Psychology. Religion > BF Psychology
Divisions:	Institutes and Academies > Institute of Education and Humanities > Academic Discipline: Psychology and Counselling
Depositing User:	Paul Hutchings
Date Deposited:	02 Jun 2025 15:13
Last Modified:	02 Jun 2025 15:13
URI:	https://repository.uwtsd.ac.uk/id/eprint/3755

Administrator Actions (login required)

Edit Item - Repository Staff Only