The role of cultural context in direct communication

Abstract

Purpose - The aim of this paper is to examine how the cultural context and other institutional factors may influence the amount of direct communication with employees in nine European countries. Design/methodology/approach - Nine countries were selected from the Cranfield Network on Comparative Human Resource Management database varying from high to low context. The dependent or criterion variable, was direct communication, independent variables were organization size age and industry, strategic role of human resource management (FIRM), union presence and communication culture context. Data were analysed using one-way analysis of variance and hierarchical regression. Findings - The results show that cultural communication context, union presence and strategic role of FIRM all have an influence on direct communication. The authors also see that union presence and cultural context interact. Research limitations/implications - The paper relied on data collected from the human resource managers of the organizations; therefore the authors do not know how the communication is perceived by the employees themselves. Future research can investigate not only the amount, also but the quality of the communication by collecting data from employees: Practical implications - In today's environment where people from different cultures and companies from different legal systems are increasingly working together, the authors need to realise that context matters. What has worked in one environment may not be successful in another. The authors need to develop models that can guide managers in how they can deal with the differences and be effective in communicating with their employees. Originality/value - The paper investigates direct communication in low- and high-context countries as well as medium-context countries. European integration provides a move towards convergence in some practices, however, there remains cultural differences between groups of countries.