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Exploring the impact of horizontal collectivism on creating shared value actions: a study on brand attitude, purchase intention, and social corporate engagement

Jankowska Liwia, Garczarek-Bąk Urszula

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2024

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z. 192

371--384

EN

Purpose: This study aimed to investigate the impact of collectivism and individualism dimensions, both horizontal and vertical, on shared value actions, specifically within the realms of brand attitude, purchase intention, and social corporate engagement. Design/methodology/approach: An online survey, distributed through an external portal, was employed for data collection with a sample size of 366 participants from the USA. Subsequently, structural equation modeling (SEM) was applied to analyze the gathered data. Findings: It has been established that horizontal collectivism holds significant importance in the decision-making process regarding participation in Creating Shared Value (CSV) actions and can influence individual behaviors and additional purchase activities. Research limitations/implications: Given the study's focus on a specific demographic, extending the research to diverse cultural contexts may offer valuable insights into the generalizability of the results. Practical implications: The identified significance of horizontal collectivism in shaping decision-making processes and influencing behaviors presents practical implications for business experts seeking to enact changes in their enterprises. Recognizing the pivotal role of horizontal collectivism can guide strategic initiatives aimed at fostering shared value actions within organizations. Conversely, the insignificance of horizontal individualism highlights the need for businesses to focus on collective values and collaboration when implementing initiatives related to shared value. Originality/value: The research problem addressed in this paper is an intriguing topic for discussion in a business context, given the increasing influence of Corporate Social Responsibility (CSR) initiatives and the growing number of companies engaging in environmental and social activities. Consumers are becoming increasingly conscious during the decision-making process, and their consumption choices are becoming more sustainable and environmentally friendly. This trend will inevitably necessitate business decision-makers and producers to conduct new market analyses and, at times, redefine the goals or entire strategies of their companies, both now and in the future.

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Individualist and collectivist behaviour in public and business organisations

Jendza Dorota

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2023

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z. 169

383--400

EN

Purpose: to show differences between public and business organisations within the scope of individualist and collectivist behaviour. Design/Methodology/Approach: the study was carried out among employees of public and business organisations performing various organisational roles. 497 persons participated in the study. It comprised two stages. Stage I was carried out with the use of a structured interview, while in stage II, questionnaire surveys were used. To put the content in order, the semantic field analysis was used, which allowed for separating the main research categories. Individualist and collectivist behaviour is one of many identified organisational types of behaviour. Findings: differences exist between members of public and business organisations as far as behaviour is concerned. In business, individualist behaviour is predominant, while in public organisations – collectivist behaviour. The structure of collectivism is complex and comprises of different types of behavior, i.e.: concordance, conformism and cooperation. In public organisations, concordance is predominant, while in business it is on a lower level. In both types of organisations, cooperation-type behaviour is at a low level. Research Limitations/Implications: inability to fully objectify the research results obtained. Practical Implications: knowledge about the behaviour manifested by the majority of the participants and about the marginalised behaviour allows for a better understanding of the phenomena that take place and in effect conscious management and support for the development of those that an organisation cares about. The structure of behaviour is a carrier of information about motifs guiding the actions of individuals. Separating behaviour that is dominant provides information about the motifs of such behaviour and what affects the behaviour of people – whether it is legitimisation of the value of the organisation and the established standards, or the power of the group. Accurate identification of orientation offers possibilities for predicting behaviour and for more efficient designing and carrying out organisational changes. The third issue is the possibility of using such knowledge during coordination. An organization may influence the behaviour and the engagement of the individual, along with the course and 2 effort put in the performance of processes related to the management of human resources in the 3 organisation. 4 Keywords: individualism, collectivism, public organisation, business organisation where collectivist behaviour is dominant requires different tools for coordination than an organisation where individualist behaviour is dominant. Originality/Value: to supplement theoretical constructs with examples of organisational behaviour manifested in Polish organisations and to show collectivism as a complex dimension as part of which various activities may be performed. Dominance of a specific behaviour shapes the quality of functioning of an individual in an organisation. Whether an individual consciously adopts and accepts organisational norms or acts in line with them under the impact of a group may influence the behaviour and the engagement of the individual, along with the course and effort put in the performance of processes related to the management of human resources in the organisation.

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Orientacja indywidualistyczno-kolektywistyczna a wykorzystanie narzędzi pracy zespołowej

Wolniak R.

Problemy Jakości

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2009

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R. 41, nr 5

21-25

EN

Individualism is the opposite of collectivism; together they form on of the dimensions of national cultures. Individualism stands for a society in which the ties between individuals are loose: everyone is expected to look after himself or herself and his or her immediate family only. Collectivism stands for a society in which people from birth onwards are integrated into strong cohesive in groups, which throughout people's lifetime continue to protect them in exchange for unquestioning loyalty. In presented paper there is an analysis of relationships between collectivism (or individualism) and team working especially quality circles in quality management.

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Indywidualizm i kolektywizm na przykładzie organizacji publicznych województwa śląskiego

Wolniak R.

Organizacja i Zarządzanie : kwartalnik naukowy

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2008

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nr 3

67-81

PL

Koncepcja ,,kultury organizacyjnej" stała się popularna od wczesnych lat 80. XX wieku. Kultura manifestuje się w przedsiębiorstwie za pomocą symboli, rytuałów, wartości itp. Różne jej wymiary oddziaływają, na różne problemy zarządzania. Światowe badania pozwoliły wyróżnić wiele wymiarów kultury, wśród których warto wymienić: -dystans wobec władzy - określającą reakcje członków organizacji na nierówności w zakresie dostępu do władzy, -indywidualizm i kolektywizm - określający stopień w jakim organizacje nastawione są na jednostki bądź na zbiorowość, -unikanie niepewności - określająca, jak czują się członkowie organizacji w sytuacjach niestrukturalizowanych. Artykuł koncentruje się na kulturze organizacyjnej w organizacjach publicznych, działających na terenie województwa śląskiego. Analizy prowadzone są z punktu widzenia jednego z opisanych czynników - indywidualizmu i kolektywizmu. Publikacja oparta jest na badaniach prowadzonych w 32 organizacjach.

EN

The concept of "organization culture" has become popular since the early 1980s. Cultures manifest themselves, from superficial to deep, in symbols, heroes, rituals and values. The various cultural dimension impact on many management problems. Research into organization cultures identified keys elements of culture like: -power distance - that is the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally, -individualism and collectivism - degree to which one thinks in terms of "I" versus "we", either ties between individuals are loose, - uncertainty avoidance - it indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations. The paper concentrate on the organizational culture problems in Silesian public organizations in individualism and collectivism point of view. Publication is based on researches in 32 Silesian organizations.