Engagement Across Cultures

  • J. Lee Whittington
  • Simone Meskelis
  • Enoch Asare
  • Sri Beldona
Chapter
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Abstract

The employee engagement problem is not limited to geographic boundaries; low employee engagement is pervasive among organizations around the world. Despite the ubiquitous nature of engagement, individuals’ reactions and responses are often bounded by their worldview and cultural background. These cultural differences have multiple dimensions, including uncertainty avoidance, power distance, and individualism. In this chapter, we evaluate the impact of these cultural differences by examining the results obtained in two very different cultures: Brazil and the United States.

Testing the model in distinct contexts allowed us to identify the impact of cultural differences. The results of our research did not support the expected differences between Brazil and the United Stated. However, these results provide evidence of the generalizability of our model.

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Copyright information

© The Author(s) 2017

Authors and Affiliations

  • J. Lee Whittington
    • 1
  • Simone Meskelis
    • 2
  • Enoch Asare
    • 3
  • Sri Beldona
    • 4
  1. 1.University of DallasIrvingUSA
  2. 2.University of DallasIrvingUSA
  3. 3.University of DallasIrvingUSA
  4. 4.University of Dallas, TexasIrvingUSA

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