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1、JournalofDiversityManagement–June2014Volume9,Number1Cross-LevelCulturalCongruence:ImplicationsForManagingDiversityInMultinationalCorporationsJenniferPalthe,WesternMichiganUniversity,USAABSTRACTFewmodelsviewcultureasamulti-levelconstructandlimiteddiversitymanagementtheoriesc
2、apturethesignificanceoftheconfigurationofindividual,organizational,andnationalculturedifferencesonemployeeandorganizationaloutcomes.Thispaperseekstobridgethisgapbypresentingaconceptualmodelthatsuggeststhattheinterplaybetweenthistriadofculturalentities(individual,organizatio
3、nal,andnational)influencesthedegreeofculturalcongruencethatultimatelyaffectsindividualandorganizationaloutcomes.Figuresthatserveasexplanationsoftheseculturalconfigurationsarepresentedandimplicationsfordiversitymanagementresearchandpracticeareoffered.Keywords:Cross-CulturalD
4、iversityManagement;Multi-LevelCulturalCongruence;OrganizationCultureINTRODUCTIONrganizations,likeindividuals,areasdiverseandvariedasthenationsoftheworldwithinwhichtheyOareembedded.Theimpactofthisculturaldiversityatthenationalandorganizationallevelshasbeenofinteresttonumerou
5、sbehavioralscientistsandorganizationaltheorists,particularlyoverthelastthreedecades(Adler&Bartholomew,1992;Hofstede,1991;House,Wright,&Aditya,1997;House,Hanges,Ruiz-Quintanilla,Dorfman,Javidan,Dickson,Gupta,&GLOBE,1999;Stahl,Maznevski,Voigt,&Jonsen,2010).Attention,however,h
6、asbeenfocusedprimarilyonculturalcomparisonsratherthanculturalinteractionsandtheirimpactonorganizationalpractices(Gelfand,Erez,&Aycan,2007).Moreover,cross-culturaldiversityresearchhasprimarilypaidattentiontotheimpactofindividualdemographicdifferencesonjoboutcomes(Tsui&Eagan,
7、1995)andfewstudieshaveexaminedcultureatmultiplelevelsorusedamulti-levelframeworkforunderstandingthereciprocalrelationshipbetweenlevelsofculture(Erez&Gati,2004).Whilepurposefulchangeinmultinationalcorporationsiscausingculturalsegregationtobereplacedbyculturalintegrationandho
8、mogenizationwithpluralism(Tsui,2007),organizationaltheoristshavefailedtofullycomet
