The influence of cultural context in managerial decision-making: legitimacy views of Finnish and Italian managers

dc.contributor.authorKujala, Johanna
dc.contributor.authorBattista, Valentina
dc.contributor.authorLucianetti, Lorenzo
dc.contributor.authorPaavilainen, Anni
dc.date.accessioned2021-04-08T14:56:16Z
dc.date.available2021-04-08T14:56:16Z
dc.date.issued2021-04-08
dc.description.abstractThis study examines the influence of cultural context in managerial decision-making by comparing the legitimacy views of Finnish and Italian business managers. In the business context, managers often make decisions based on economic interests only; but for moral decisions, other means of legitimacy are required. Although both Finland and Italy are members of the European Union (EU), they have significant differences in terms of culture and economy. Finland is a North-European country with Protestant religion and low level of corruption, while Italy is a South-European country with the Catholic religion and high level of corruption. The study contributes to previous research on managerial decision-making by showing, with a qualitative approach, that Finnish managers rely more on property and perception view of legitimacy in their decision-making, whereas Italian managers rely more on a process view of legitimacy in their decision-makingen_UK
dc.identifier.citationKujala J, Battista V, Lucianetti L, Paavilainen A. (2021) The influence of cultural context in managerial decision-making: legitimacy views of Finnish and Italian managers. International Journal of Human Resources Development and Management, Volume 21, Issue 2/3, pp. 149-164.en_UK
dc.identifier.issn1465-6612
dc.identifier.urihttps://doi.org/10.1504/IJHRDM.2021.10029528
dc.identifier.urihttp://dspace.lib.cranfield.ac.uk/handle/1826/16548
dc.language.isoenen_UK
dc.publisherInderscienceen_UK
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/*
dc.titleThe influence of cultural context in managerial decision-making: legitimacy views of Finnish and Italian managersen_UK
dc.typeArticleen_UK

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