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Managerial Tolerance of Nepotism: The Effects of Individualism–Collectivism in a Latin American Context

Journal of Business Ethics volume 130, pages 45–57 (2015)Cite this article

Abstract

This study proposes and tests a model that integrates culture, attitudes, subjective norms, and attributions into a theoretical framework that explains tolerance toward nepotism in a Latin American country. The participants were 202 Ecuadorian middle and upper managers. The results suggested that attitudes, subjective norms, and attributions significantly predict managerial intention to discipline those employees who favored a family member when hiring. Furthermore, subjective norms and internal attributions mediated the relationship between culture and intentions to discipline employees who engaged in nepotistic acts. Our findings highlight the need to implement culture-congruent HR practices to effect mission-driven changes in talent management practices.

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Fig. 1
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Notes

  1. BCa = bias corrected and accelerated.

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Authors and Affiliations

  1. Psychology Department, Barry University, 11300 N.E. Second Ave, Miami Shores, FL, 33161, USA

    Guillermo Wated

  2. Department of Management and International Business, Florida International University, 11200 S.W. 8th St, RB 310, Miami, FL, 33199, USA

    Juan I. Sanchez

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  1. Guillermo Wated
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Wated, G., Sanchez, J.I. Managerial Tolerance of Nepotism: The Effects of Individualism–Collectivism in a Latin American Context. J Bus Ethics 130, 45–57 (2015). https://doi.org/10.1007/s10551-014-2195-7

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Keywords

  • Attitudes
  • Attributions
  • Counterproductive work behaviors
  • Culture
  • Latin America
  • Nepotism
  • Theory of planned behavior