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National culture, employee empowerment and advanced manufacturing technology utilisation: A study of Nigeria and New Zealand

Published online by Cambridge University Press:  26 December 2017

Chris Nwachukwu Obi ,
Chris Leggett  and
Howard Harris
Chris Nwachukwu Obi*
Affiliation:
School of Management, University of South Australia Business School, Adelaide, SA, Australia
Chris Leggett
Affiliation:
School of Management, University of South Australia Business School, Adelaide, SA, Australia
Howard Harris
Affiliation:
School of Management, University of South Australia Business School, Adelaide, SA, Australia
*
Corresponding author: [email protected]
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Abstract

With manufacturers seeking investment opportunities in Africa, it is timely to explore the interaction of advanced manufacturing technology (AMT) and human resource management approaches there. Because research elsewhere suggests that the effects of the interaction differ across national boundaries, we investigated empowerment approaches and AMT utilisation in Nigeria and New Zealand. Using operational-level survey data from 153 manufacturing managers/CEOs in both countries, we explored the role of national culture on managerial attitudes towards employee empowerment during AMT adoption. Drawing on Hofstede’s cultural dimensions, our results suggest that the observed differences in AMT–empowerment interface are attributable to different national values. The results specifically indicated that during AMT adoption, New Zealand’s liberal culture encourages managers to empower employees more than does Nigeria’s authoritarian one. The results would particularly assist practitioners to recognise the traditional/conservative nature of African values when practicing HR in a country like Nigeria.

Keywords

cultureempowermentAMTNigeriaNZ
Type
Research Article
Information
Journal of Management & Organization , Volume 26 , Issue 4 , July 2020 , pp. 460 - 482
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2017

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