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

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dc.authorid0000-0002-5755-7104
dc.authorid0000-0002-7900-5052
dc.authorid0009-0006-7806-8939
dc.authorid0000-0003-0630-4382
dc.authorid0000-0002-1609-7359
dc.authorid0000-0002-1548-4197
dc.authorid0000-0002-6554-1284
dc.contributor.authorTurek, Dariusz
dc.contributor.authorWojtczuk-Turek, Agnieszka
dc.contributor.authorEdgar, Fiona
dc.contributor.authorPodgorodnichenko, Nataliya
dc.contributor.authorOkay-Somerville, Belgin
dc.contributor.authorFu, Na
dc.contributor.authorZhang, Gangfeng
dc.date.accessioned2026-04-04T18:55:49Z
dc.date.available2026-04-04T18:55:49Z
dc.date.issued2025
dc.departmentİstanbul Bilgi Üniversitesi
dc.description.abstractPurposeThe 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 proposes that sustainable HRM practice increases organizational identification. However, the strength of this identification 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/approachWe conducted the study with data from 10,421 employees across 35 countries. We used a multilevel modeling approach for data analysis.FindingsThe 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/valueThis 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.
dc.description.sponsorshipNational Research and Development Agency [ANID/FONDAP/15130009, ATE230065, NCS2024_021]
dc.description.sponsorshipThe work in Chile was supported by the National Research and Development Agency (refs. ANID/FONDAP/15130009; ANID/Milenio NCS2024_021; and ANID/Anillos ATE230065). We would like to express our sincere personal acknowledgement to Gueldem Karamustafa-Koese for her contribution to the study.
dc.identifier.doi10.1108/CEMJ-04-2024-0121
dc.identifier.doi10.1108/CEMJ-04-2024-0121
dc.identifier.endpage696
dc.identifier.issn2658-0845
dc.identifier.issn2658-2430
dc.identifier.issue4
dc.identifier.scopus2-s2.0-105009400043
dc.identifier.scopusqualityQ1
dc.identifier.startpage667
dc.identifier.urihttps://doi.org/10.1108/CEMJ-04-2024-0121
dc.identifier.urihttps://hdl.handle.net/11411/10570
dc.identifier.volume33
dc.identifier.wosWOS:001497148600001
dc.identifier.wosqualityQ2
dc.indekslendigikaynakWeb of Science
dc.indekslendigikaynakScopus
dc.language.isoen
dc.publisherEmerald Group Publishing Ltd
dc.relation.ispartofCentral European Management Journal
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanı
dc.rightsinfo:eu-repo/semantics/openAccess
dc.snmzKA_WoS_20260402
dc.snmzKA_Scopus_20260402
dc.subjectSustainable Hrm Practices
dc.subjectNational Culture
dc.subjectOrganizational Identification
dc.titleDoes the relationship between sustainable human resource management and organizational identification vary by culture? Evidence from 35 countries based on GLOBE framework
dc.typeArticle

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