Adaptations of a global organizational culture in China, the UK and the US: Does social culture make any difference?

This research examined the extent to which organizational subunits of a single organization adapted the organizational culture to different social cultural contexts, and the implications of such adaptations on individual level outcomes. Patterns of observed organizational culture significantly differed in Hong Kong compared to the US and the UK, although most differences were in degree rather than in kind. Respondents indicated no significant differences in job satisfaction, role clarity,stress, turnover intentions or motivation although respondents from Hong Kong reported significantly higher role conflict. Individuals from the UK indicated a higher turnover intention

Adaptations of a Global Organizational Culture in China, the UK and the US: Does Social Culture Make Any Difference?

[[abstract]]This research examined the extent to which organizational subunits of a single organization adapted the organizational culture to different social cultural contexts, and the implications of such adaptations on individual level outcomes. Patterns of observed organizational culture significantly differed in Hong Kong compared to the US and the UK, although most differences were in degree rather than in kind. Respondents indicated no significant differences in job satisfaction, role clarity,stress, turnover intentions or motivation although respondents from Hong Kong reported significantly higher role conflict. Individuals from the UK indicated a higher turnover intention

The [FeFe] hydrogenase of Nyctotherus ovalis has a chimeric origin

BACKGROUND: The hydrogenosomes of the anaerobic ciliate Nyctotherus ovalis show how mitochondria can evolve into hydrogenosomes because they possess a mitochondrial genome and parts of an electron-transport chain on the one hand, and a hydrogenase on the other hand. The hydrogenase permits direct reoxidation of NADH because it consists of a [FeFe] hydrogenase module that is fused to two modules, which are homologous to the 24 kDa and the 51 kDa subunits of a mitochondrial complex I. RESULTS: The [FeFe] hydrogenase belongs to a clade of hydrogenases that are different from well-known eukaryotic hydrogenases. The 24 kDa and the 51 kDa modules are most closely related to homologous modules that function in bacterial [NiFe] hydrogenases. Paralogous, mitochondrial 24 kDa and 51 kDa modules function in the mitochondrial complex I in N. ovalis. The different hydrogenase modules have been fused to form a polyprotein that is targeted into the hydrogenosome. CONCLUSION: The hydrogenase and their associated modules have most likely been acquired by independent lateral gene transfer from different sources. This scenario for a concerted lateral gene transfer is in agreement with the evolution of the hydrogenosome from a genuine ciliate mitochondrion by evolutionary tinkering

Insights into the Evolution of Multicellularity from the Sea Lettuce Genome

We report here the 98.5 Mbp haploid genome (12,924 protein coding genes) of Ulva mutabilis, a ubiquitous and iconic representative of the Ulvophyceae or green seaweeds. Ulva’s rapid and abundant growth makes it a key contributor to coastal biogeochemical cycles; its role in marine sulfur cycles is particularly important because it produces high levels of dimethylsulfoniopropionate (DMSP), the main precursor of volatile dimethyl sulfide (DMS). Rapid growth makes Ulva attractive biomass feedstock but also increasingly a driver of nuisance “green tides.” Ulvophytes are key to understanding the evolution of multicellularity in the green lineage, and Ulva morphogenesis is dependent on bacterial signals, making it an important species with which to study cross-kingdom communication. Our sequenced genome informs these aspects of ulvophyte cell biology, physiology, and ecology. Gene family expansions associated with multicellularity are distinct from those of freshwater algae. Candidate genes, including some that arose following horizontal gene transfer from chromalveolates, are present for the transport and metabolism of DMSP. The Ulva genome offers, therefore, new opportunities to understand coastal and marine ecosystems and the fundamental evolution of the green lineage

Sex differences in self-construal and in depressive symptoms: predictors of cross-national variation

Sex differences in aspects of independent versus interdependent self-construal and depressive symptoms were surveyed among 5,320 students from 24 nations. Men were found to perceive themselves as more self-contained whereas women perceived themselves as more connected to others. No significant sex differences were found on two further dimensions of self-construal, or on a measure of depressive symptoms. Multilevel modeling was used to test the ability of a series of predictors derived from a social identity perspective and from evolutionary theory to moderate sex differences. Contrary to most prior studies of personality, sex differences in self-construal were larger in samples from nations scoring lower on the Gender Gap Index, and the Human Development Index. Sex differences were also greater in nations with higher pathogen prevalence, higher self-reported religiosity, and in nations with high reported avoidance of settings with strong norms. The findings are discussed in terms of the interrelatedness of self-construals and the cultural contexts in which they are elicited and the distinctiveness of student samples

Need for approval from others and face concerns as predictors of interpersonal conflict outcome in 29 cultural groups

The extent to which culture moderates the effects of need for approval from others on a person's handling of interpersonal conflict was investigated. Students from 24 nations rated how they handled a recent interpersonal conflict, using measures derived from face-negotiation theory. Samples varied in the extent to which they were perceived as characterised by the cultural logics of dignity, honour, or face. It was hypothesised that the emphasis on harmony within face cultures would reduce the relevance of need for approval from others to face-negotiation concerns. Respondents rated their need for approval from others and how much they sought to preserve their own face and the face of the other party during the conflict. Need for approval was associated with concerns for both self-face and other-face. However, as predicted, the association between need for approval from others and concern for self-face was weaker where face logic was prevalent. Favourable conflict outcome was positively related to other-face and negatively related to self-face and to need for approval from others, but there were no significant interactions related to prevailing cultural logics. The results illustrate how particular face-threatening factors can moderate the distinctive face-concerns earlier found to characterise individualistic and collectivistic cultural groups

Is an emphasis on dignity, honor and face more an attribute of individuals or of cultural groups?

This study compares the individual-level and sample-level predictive utility of a measure of the cultural logics of dignity, honor, and face. University students in 29 samples from 24 nations used a simple measure to rate their perceptions of the interpersonal cultural logic characterizing their local culture. The nomological net of these measures was then explored. Key dependent measures included three different facets of independent versus interdependent self-construal, relevant attitudes and values, reported handling of actual interpersonal conflicts, and responses to normative settings. Multilevel analyses revealed both individual- and sample-level effects but the dignity measure showed more individual-level effects, whereas sample-level effects were relatively more important with the face measure. The implications of this contrast are discussed

The effect of self-construals on perceptions of organizational events

This empirical research examines the effect of culture on the way people perceive and assign causes to events in organizations. It explores the idea that attributional biases and errors are moderated by a person’s culture. Results supported proposed hypotheses; it showed that Indonesians, New Zealanders and Canadians perceived their interdependent self-construal as salient, moderately salient and least salient, respectively. Furthermore, self-construals moderated people’s perceptions of organizational events. Those with a salient interdependent self-concept (Interdependents) attributed negative organizational events to factors that are external, less controllable, and had a more fatalistic outlook than those with a moderate interdependent self-concept (Moderate-interdependents) and less salient interdependent self-concept (Low-interdependents). In contrast, Low-interdependents attributed positive organizational events to their own actions and stable factors compared to Moderate-interdependents; they also perceived positive events as being controllable compared to Interdependents. Implications for management practices in multinational organizations are discussed

Perceptions of organizational culture, leadership effectiveness and personal effectiveness across six countries

Perceptions of which facets of organizational culture are related to leadership and personal effectiveness were examined using archival data from Canada, Hong Kong, New Zealand, South Africa, the United Kingdom, and the United States. Organizational culture was strongly perceived as being related to both leadership effectiveness (explaining 40% of the variance) and personal effectiveness (24% of the variance). Aspects of organizational culture that promote employee fulfillment and satisfaction were uniformly viewed as positively related to leadership and personal effectiveness. The perceived relationship across samples was stronger between organizational culture and leadership effectiveness than between organizational culture and personal effectiveness. The implications of these findings for managers are discussed.Organizational culture National differences Leadership effectiveness Personal effectiveness