Fo Pee Re iew
A e soci
ally esponsible beha io s paid o equally? A C oss
-
cul u al analysis.
Jou nal:
Co po a e Social Responsibili y and En i onmen al Managemen
Manusc ip ID:
CSR-12-0173.R1
Wiley - Manusc ip ype:
Resea ch A icle
Keywo ds:
Co po a e Social Responsibili y, Na ional Cul u e, Financial Pe o mance,
Me a-analysis, S akeholde s
h p://mc.manusc ip cen al.com/cs em
Co po a e Social Responsibili y and En i onmen al Managemen
Fo Pee Re iew
A e socially esponsible beha io s paid o equally?
A C oss-cul u al analysis.
KEY WORDS:
Co po a e Social Responsibili y, Financial Pe o mance, Me a-analysis, Na ional Cul u e,
S akeholde s.
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ABSTRACT:
Based on he s ong in luence ha na ional cul u e has on CSR ac ions (Ins i u ional
Theo y), i is necessa y o s udy how he inancial ou comes o CSR ac ions could be
a ec ed by hese cul u al cha ac e is ics. This ac is pa icula ly in e es ing o manage s
whose companies ope a e in di e en cul u es gi en ha hey ha e o deal wi h his
aspec .
The aim o his pape is o analyze he mode a o ole ha na ional cul u e could ha e on
he CSR-FP ela ionship h ough a me a-analysis, hence helping o cla i y he deba e
exis ing abou his ela ionship in he li e a u e.
The esul s show ha his ela ionship is g ea ly a ec ed by na ional cul u e. In his
sense, coun ies wi h a high asse i eness and gende egali a ianism show a e y nega i e
ela ionship. Ne e heless, hose wi h a highe u u e o ien a ion, ins i u ional
collec i ism and a humane o ien a ion e eal a posi i e co ela ion which eaches i s
maximum alue in hose coun ies wi h a high unce ain y a oidance.
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1. INTRODUCTION
Deba e is g owing abou he lack o ag eemen on he ela ionship be ween Co po a e
Social Responsibili y (CSR) and Financial Pe o mance (FP) (Da idson &Wo ell, 1990,
Ru e al, 2001). Al hough his is a much s udied ques ion, he indings a e
he e ogeneous. In his sense, ecen wo ks ha e aimed o s udy he possible media o o
mode a o ole ha ce ain a iables can ha e on his ela ionship o hope ully make a
g ea e consensus abou his issue possible.
Nowadays, he analysis o he e ec ha na ional cul u e has on i m managemen and
pe o mance is one o he key a eas in in e na ional business esea ch (Venaik & B ewe ,
2010).
Gi en he g owing impo ance ha CSR has on he managemen and s a egy o he
company (Ca oll & Shabana, 2010), some au ho s ha e empi ically s udied he s ong
impac ha cul u al cha ac e is ics o coun ies ha e on he socially esponsible beha iou
o hei companies (Waldman e al, 2006; Ringo & Zollo, 2007). O he s ha e ocused on
he di e ences be ween coun ies (Singh & Ga cia, 2008; Yong, 2008; S ensson e al,
2009).
The e o e, based on Ins i u ional Theo y (Baughn e al, 2007; Ma en & Moon, 2008), he
CSR concep is di e en acco ding o he coun y (Jamali & Mi shak, 2006) and he
expec a ions o he di e en s akeholde s should be alike in coun ies wi h simila
cul u al cha ac e is ics.
The e o e, hese a ia ions in he CSR concep ha e an in luence on he s age o he CSR
de elopmen (Maon e al, 2010) in he coun y, and hey could a ec he expec ed
ou comes o he CSR ac ions (pa icula ly hei FP), acco ding o Schol ens & Kang
(2013).
Su p isingly, he e ec ha he cul u al cha ac e is ics o coun ies ha e on he CSR-FP
ela ionship has no been empi ically analyzed, despi e his ha ing been sugges ed by
G ay e al (2001). Consequen ly, he aim o his esea ch is o analyze he in luence o
na ional cul u e on he CSR-FP ela ionship in o de o ha e a be e unde s anding o i
and hope ully make a g ea e consensus on his ela ionship possible.
This is especially ele an o manage s o Mul ina ional Companies (MNC) because i
could help hem o manage hei CSR s a egy and hei expec ed inancial ou comes
depending on he coun y (Du an & Bajo, 2012).
To achie e ou aim, ou sample was made up o 103 a icles ha analyze he ela ionship
be ween CSR and FP in 27 di e en coun ies om all o e he wo ld om 2000 un il
2013. La e , we iden i y he di e en clus e s acco ding o he GLOBE na ional cul u al
dimensions (House e al, 2004) as a speci ic and ela i ely objec i e assessmen o a
coun y’s cul u e. Finally, we es ou hypo hesis by a me a-analy ical echnique.
The esul s e eal ha he cul u al cha ac e is ics o he coun ies in which companies
ope a e a ec he CSR-FP ela ionship due o he g ea di e ences iden i ied. In addi ion,
he in oduc ion o ha mode a ing a iable helps o conside ably dec ease he
he e ogenei y.
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The e o e, hose cha ac e is ics ha p o ide a e y di e en CSR-FP ela ionship ha e
been iden i ied. They ma ch a la ge nega i e ela ionship wi h coun ies wi h high
asse i eness and gende egali a ianism. Ne e heless, he ela ionship is posi i e and
s onge when he ins i u ional collec i ism, humane o ien a ion and unce ain y
a oidance dimensions in he coun ies a e g ea e .
The pape is o ganised as ollows. In Sec ion 2, we ocus on he deba e abou he
ela ionship be ween CSR and FP and o mula e he ele an hypo hesis. In Sec ion 3, we
look mo e closely a he s a is ical echniques we used: a clus e analysis and a me a-
analysis. Sec ion 4 p esen s he esul s o he s udy. Finally, we show he indings in
Sec ion 5, he limi a ions o he s udy and some o he lines o in es iga ion which emain
open.
2. CORPORATE SOCIAL RESPONSIBILITY AND FINANCIAL
PERFORMANCE
In e es in he s udy o he ela ionship be ween CSR and FP began wi h Moskowi z
(1972). This wo k has been con inued o e se e al decades o esea ch in which many
a icles ha e been published, and, among hem, se e al li e a u e e iews (B amme &
Milling on, 2005, Fe nandez & Luna, 2007; Beu den & Gössling, 2008). The s udies
show ha he e is no widesp ead conclusion abou he exis ence o he ela ionship and
e en less abou i s meaning.
Se ing ou om he concep ual amewo k ha seeks o explain he ela ionship be ween
CSR and FP, we ind ha mos accep ed heo e ical bases a e summa ized by P es on &
O'Bannon (1997). These au ho s p opose six hypo heses which posi he a ious
possibili ies ha allow o a ela ionship be ween CSR and FP, such as he Social Impac
Hypo hesis, he Slack Resou ces Hypo hesis, Posi i e Syne gy, he T ade-o Hypo hesis,
he Manage ial Oppo unism Hypo hesis and Nega i e Syne gy (as can be seen in Table
1.).
INSERT TABLE 1
Based on hese hypo heses and he p e ious li e a u e, he e is no unanimi y abou he
di ec ion o he ela ionship, since we can ind wo ks ha suppo he s udy o he
ela ionship in bo h ways and o he s suppo ing a bidi ec ional ela ionship. Thus, we can
ind wo ks ha ake CSR as he dependen a iable (P io e al, 2008, Choi & Jung, 2008;
Apos olakau & Jackson, 2009; Soana, 2011; Su oca e al, 2010, Chih e al, 2010) , hose
ha conside FP as he dependen a iable (Ba kus e al, 2006, Luo & Bha acha ya,
2006, Lopez e al, 2007, Fe nandez & Luna, 2007; Be one e al, 2007, Van de Laan e
al, 2008 , Yu e al, 2009; Ve galli & Poddi , 2009; Mone a & O a, 2010) and o he s
which s udy he bidi ec ional ela ionship (Nakao e al, 2007; Makni e al, 2009, Yang e
al, 2010; A as e al, 2010; Fauzi, 2009).
In his sense, he me a-analyses pe o med (O li zky e al, 2003; Allouche & La oche,
2005; Wu, 2006) come o he conclusion ha he ela ionship be ween CSR p ac ices and
FP exis s and is posi i e. Howe e , hey highligh ha he s udy o he media ing o
mode a ing ole o se e al a iables could be he key o cla i ying and unde s anding his
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ela ionship be e – he hypo hesis o mode a o a iables (O li zky e al, 2003; Gomez,
2008).
Some o he ields in which his has been s udied a e s akeholde managemen (Van de
Laan e al, 2008), ea nings managemen (P io e al, 2008), he di e en ia ion o indus y
and inno a ion capaci y (Hull & Ro henbe g, 2008), deb and he cha ac e is ics o
boa ds (Dunn & Sain y, 2009), and in angible esou ces (Su oca e al, 2010). Howe e ,
he di e ences ha na ional cul u e has on he CSR-FP ela ionship ha e no been
analyzed despi e hei being sugges ed by G ay e al (2001).
No wi hs anding, some esea che s ha e s udied he s ong e ec ha a coun y’s cul u e
has on he CSR beha io s o hei companies (Waldman e al, 2006; Ringo & Zollo,
2007). Addi ionally, in he specialized li e a u e we can ind signi ican di e ences in he
e hical and en i onmen al beha io be ween he mos epu able U.S. companies and
Eu ope (Fe nandez & Luna, 2007), be ween wo coun ies such as Spain and he UK
(Singh & Ga cia, 2008), Aus alia and Malaysia (Yong, 2008), and be ween Sweden,
Canada and Aus alia (S ensson e al, 2009).
This was suppo ed by Ins i u ional Theo y (Baughn e al, 2007). This heo y allows he
explo ing and compa ing o he mo i es o manage s conce ning CSR in na ional,
cul u al and ins i u ional con ex s (Aguile a e al, 2005; Ma en & Moon, 2008). This is
because he concep o “ins i u ions” could be unde s ood as “collec ions o ules and
ou ines ha de ine ac ions in e ms o ela ions be ween oles and si ua ions” (Ma ch &
Olsen, 1989: 160).
Taking in o accoun ha he social esponsibili y o he companies is con ex ualized by
na ional ins i u ions, he CSR beha io s a e hus di e en in each coun y (Jamali &
Mi shak, 2006). This a ec s he inancial ou come expec ed (Schol ens & Kang, 2013).
In his sense, he li e a u e shows ha while Anglo-Saxon and Eu opean companies ha e
been ca ying ou CSR ac ions o decades and hese a e a he co e o he s a egy o
hei business, o ganiza ions om de eloping coun ies ha e only s a ed o implemen
hese p ac ices in ecen yea s in o de o legi ima e hemsel es (Moon & Shen, 2010).
They ha e p io i ized hei s akeholde s coun ing on he FP expec ed (Jamali, 2008).
Addi ionally, a ques ion is a ising in he li e a u e abou why companies a e commi ed o
CSR and i hey a e eally ca ying i ou because hey a e ac ually engaged o i i is
mo e a ques ion o window-d essing (Cai e al, 2012). Some coun ies a e o en c i icized
o hei socially i esponsible beha io (Wang & Juslin, 2009) and hey a e he e o e
ying o launch se e al CSR ini ia i es. S akeholde s a e mo e and mo e sensi i e o his
ques ion and hey a e decisi e in he CSR-FP ela ionship ( he Social Impac Hypo hesis
- F eeman, 1984).
As a esul , we o mula e ou esea ch hypo hesis:
H
1
: The cul u al cha ac e is ics o coun ies mode a e he ela ionship
be ween CSR and FP.
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3. METHODOLOGY
As men ioned ea lie , ou aim is o each a conclusion abou whe he a coun y’s cul u e
a ec s he ela ionship es ablished be ween CSR and FP, based on a sample o 103
a icles om 2000 o 2013.
To do so, we i s pe o med a clus e analysis, aking in o accoun he cul u al alues –
based on he GLOBE classi ica ion (House e al, 2004) - o each o he coun ies in ol ed
in o de o iden i y di e en g oups which would allow us o con as ou hypo hesis
h ough he me a-analysis.
3.1. SAMPLE
Ou sample is composed o 103 wo k i ems (see Appendix 1). I includes a b ie
e e ence o he pe iod s udied, he size o he sample, and he geog aphical a ea e e ed
o in each a icle.
Fi s ly, o iden i y hem, hose a icles ha a e e e enced in he li e a u e e iew o
Beu den & Gössling (2008) abou he ela ionship be ween CSR and FP om he ea ly
1990s un il 2007 ha e been included in he ini ial sample.
Secondly, we pe o med a sea ch in he ISI Web o Knowledge and Scopus da abases.
These we e chosen because hey con ain all he i ems om he jou nals which a e
specialized in CSR and a e mo e enowned. The wo ds used in hese sea ches ha e been
“Co po a e Social Responsibili y, Financial Pe o mance, Empi ical” and “Co po a e
Social Responsibili y, Financial Pe o mance, Analysis” in o de o a oid heo e ical
a icles.
In addi ion, due o he impo an ole o he “publica ion bias” (Ki kham & Dwan, 2010) -
which e en ques ions he obus ness o he conclusions eached- we included pape s om
SRNN in ou sample. This is due o i being such a p es igious and illus ious
in e na ional ne wo k. This bias is due o he ac ha many scien i ic pape s, mos ly wi h
"nega i e" esul s ( hose which ind no signi ican di e ences, o which ha e esul s ha
go agains he s udy hypo hesis o he es ablished no m) ne e ge published, ake longe
o do so o a e less ci ed in o he publica ions.
A e collec ing all he wo k i ems, we pu hem in o de and ollowed p ocedu es o
elimina e any duplica ion ha migh exis o ha ing used di e en sou ces.
Subsequen ly, we also had o exclude i ems o he ollowing easons:
1. Theo e ical a icles - in which he ela ionship be ween CSR and FP is no s udied
quan i a i ely- as hey a e no use ul o ou pu pose o eaching a conclusion on
empi ical e idence.
2. S udies published p io o 2000, because a he beginning o he cen u y new ways
o epo ing and aluing CSR ac ions (DJSI, KLD) ha e appea ed wo ldwide.
Addi ionally, Quazi & Richa dson (2012) sugges ed ha i would be be e o
compa e pe iods ha a e no oo long as CSR s a egy is cons an ly e ol ing.
3. We had o exclude s udies ha do no p o ide some s a is ics ha could be
ans o med in o Pea son co ela ion coe icien s, in acco dance wi h he o mulas
p oposed by Wol (1986), Rosen hal (1991) and Wilson & Lipsey (2000).
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4. Finally, we emo ed hose a icles ha we e made up o an in e na ional sample
and did no p o ide an independen coe icien o each coun y. Once we had he
clus e s, we decided o also elimina e hose which in ol e wo o h ee di e en
coun ies because all o he coun ies a e no in he same g oup.
3.2. MODERATOR VARIABLE: THE NATIONAL CULTURE
The e is no uni e sal ag eemen in he social sciences abou de ining he e m “cul u e”.
Gene ally speaking, cul u e is used o e e o a se o pa ame e s o a g oup ha se s his
g oup apa om ano he g oup in a signi ican way. Fo House e al (2004), cul u e
se es as a amewo k ha allows us o in e p e and gi e meaning o he signi ican
e en s ha esul om he common expe iences o membe s o a g oup, which, being an
issue o g ea impo ance, a e ansmi ed o e gene a ions. The undamen al ea u e o
cul u e is ha i is a social design ha a ec s he majo i y o p ac ices and social
p ocesses. In his way, much social beha io can be unde s ood by he p e ailing cul u e.
CSR p ac ices will be he e o e condi ioned by each coun y’s social design and cul u e.
Yong (2008) indica ed ha di e en cul u al a iables a ec ed he a i udes o manage s
conce ning p o i and social a i udes in he business and ound ha manage s wo king in
Aus alia a e he mos socially conside a e owa d hei employees, cus ome s and
en i omen , while hose employed in Malaysia had he highes ega d o p o i .
S ensson e al (2009) ound ha co po a ions ope a ing in Sweden ha e u ilized e hical
s uc u es and p ocesses di e en ly om hei Canadian and/o Aus alian coun e pa s,
and ha in each cul u e he way in which companies ashion hei app oach o business
e hics appea s cong uen wi h hei na ional cul u al alues. Ringo & Zollo (2007)
sugges ha na ional cul u e dimensions ha e a s ong impac on he CSR beha io o
o ganiza ions.
Va ious s udies ha e a emp ed o iden i y dimensions o cul u al alues ha a e use ul in
explaining he cul u al di e ences be ween coun ies. The i s was Ho s ede’s (1980),
which iden i ied 4-5 cul u al dimensions. This was ollowed by se e al o he wo ks
which aimed o imp o e, expand o cla i y he measu emen o a coun y’s cul u e. In
esponse o his concep ual de elopmen , we can include he cul u al alues s udies o
Schwa z (1992, 1994), o Ingleha s (1977, 2001, 2004) and o T ompenaa s (1993), and
inally, GLOBE’s cul u al amewo k (House e al, 2004).
Ho s ede's o iginal esea ch (1980) was based on a ques ionnai e sen o IBM employees
in 40 coun ies and wo ime pe iods (1967-1968) and (1971-1973). Ho s ede iden i ied
ou cul u al dimensions ha dis inguished di e en coun ies. These we e e e ed o as
powe dis ance, unce ain y a oidance, indi idualism and masculini y
1
. La e (1987) he
added a i h cul u al dimension called long- e m o ien a ion. In 2004, he GLOBE
esea ch p og am - he ac onym o Global Leade ship O ganiza ional Beha io
E ec i eness (House e al, 2004)- p esen ed he esul s o esea ch whose main aim was
1
Powe dis ance: The deg ee o which a socie y accep s he unequal dis ibu ion o powe in ins i u ions and
o ganiza ions.
Unce ain y A oidance: Re lec s ha people in a coun y p e e s uc u ed si ua ions o uns uc u ed
si ua ions.Indi idualism: The deg ee o which indi iduals p e e o ac as such a he han as membe s o
a g oup.
Masculini y: The deg ee o which alues such as asse i eness, pe o mance, success and compe i i eness
- associa ed wi h he male ole - p e ail o e alues such as quali y o li e, pe sonal ela ionships,
se ice, solida i y - alues associa ed wi h he eminine ole.
(Ho s ede, 2000)
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o desc ibe, unde s and and p edic he in luence o cul u al a iables on leade ship,
p ocess managemen and e ec i eness anywhe e in he wo ld. This p og am began in
1993. I used da a om 825 o ganiza ions in 62 coun ies, and iden i ied 9 dimensions
ha we e ca ego ized as: unce ain y a oidance, powe dis ance, emphasis in socie y on
collec i ism, amily and g oup collec i is p ac ices, gende equali y, asse i eness, u u e
o ien a ion, pe o med o ien a ion and human o ien a ion
2
.
As Robbins (2004) poin ed ou , Ho s ede's cul u al dimensions ha e become he basic
amewo k o di e en ia ing na ional cul u es, hough da a which emana e om a single
company - namely IBM- and which a e abou 40 yea s old, can educe and e ode he
abili y o explain he cul u al di e si y be ween coun ies. A compa ison o he
dimensions o GLOBE and Ho s ede shows ha he o me upda es and ex ends
Ho s ede’s wo k.
Ho s ede’s and GLOBE’s dimensions a e hose mos used in s udies abou coun y
cul u e (Shi & Wang, 2011). Howe e , s udies based on bo h models eached simila
conclusions (Ringo & Zollo, 2007), ega dless o he cul u al classi ica ion used.
In his sense, he na ional cul u al dimensions o GLOBE (House e al, 2004) (Appendix
2) a e conside ed o be a mo e up- o-da e se o cul u al measu es (Chhoka e al, 2007;
Ringo & Zollo, 2007) and a la ge numbe o cul u al cha ac e is ics a e analyzed.
Addi ionally, he measu es a e displayed by people wi hin ha cul u e (no only
manage s), hence being mo e app op ia e o explaining socie al ou comes (S ephan &
Uhlane , 2010). Fo all hese easons, we a e going o ake in o accoun GLOBE´s
cul u al cha ac e is ics.
We ca y ou a clus e analysis in e ms o hese a iables in o de o iden i y g oups o
coun ies wi h simila cul u al cha ac e is ics. To do so, we i s o all pe o m a k-means
clus e , since he numbe o coun ies in he sample (27) is high and ou in en ion is o
educe he he e ogenei y wi hin g oups.
3.3. META-ANALYSIS
Me a-analysis is a s a is ical echnique used o quan i a i ely in eg a e he esul s o
p e ious s udies on a speci ic esea ch opic in o de o ob ain a gene al conclusion abou
i (Sanchez-Meca, 2008).
2
Pe o mance O ien a ion: The deg ee o which a g oup encou ages and ewa ds g oup membe s o
pe o mance imp o emen and excellence.
Fu u e O ien a ion: The ex en o which indi iduals engage in u u e-o ien ed beha io s such as delaying
g a i ica ion, planning, and in es ing in he u u e.
Humane O ien a ion: The deg ee o which a g oup encou ages and ewa ds indi iduals o being ai ,
al uis ic, gene ous, ca ing, and kind o o he s.
Gende egali a ianism: The deg ee o which a g oup minimizes gende inequali y.
Asse i eness: The deg ee o which indi iduals a e asse i e, con on a ional and agg essi e in hei
ela ions wi h o he s.
Ins i u ional Collec i ism: The deg ee o which o ganiza ional and socie al ins i u ional p ac ices encou age
and ewa d he collec i e dis ibu ion o esou ces and collec i e ac ion.
In-g oup Collec i ism: The deg ee o which indi iduals exp ess p ide, loyal y and cohesi eness in hei
o ganiza ions and amilies.
Powe dis ance: The deg ee o which membe s o a g oup expec powe o be dis ibu ed equally
Unce ain y a oidance: The ex en o which a socie y, o ganiza ion o g oup elies on social no ms, ules,
and p ocedu es o alle ia e he unp edic abili y o u u e e en s.
(House e al, 2004)
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CAUSAL SEQUENCE SIGN OF THE RELATIONSHIP
Posi i e Neu al Nega i e
CSR → FP
Social Impac
Hypo hesis
Hypo hesis o
mode a o a iables
T ade-O Hypo hesis
CSR ← FP Slack Resou ces
Hypo hesis
Manage ial
Oppo unism
Hypo hesis
CSR ↔ FP Posi i e Syne gy Nega i e Syne gy
Table 1: Types o ela ionship be ween CSR and FP.
Sou ce: P es on & O'Bannon (1997), Gomez (2008).
K N E ec size p- alue Con idence in e al Tes o
homogenei y 75%
CSR-CFP 103 31878 0.0674 0.003 0.0233 0.1114 732.16 11.77
G oup 1 15 2063 -0.0508 0.35 -0.1481 0.0466 68.74 125.92
G oup 2 34 12591 0.0852 0.08 -0.0091 0.1795 311.27 214.46
G oup 3
54
17224
0.068
5
0.003
0.0196
0.1174
319.34
26.99
The con idence in e al is calcula ed wi h a p obabili y o 95%.
The es o homogenei y h ough he Q s a is ic and associa ed p obabili y dis ibu ion acco ding o he Chi-squa e.
Table 2: Mode a ion o coun ies g ouped by GLOBE.
K N E ec size p- alue Con idence in e al Tes o
homogenei y 75%
CSR-CFP
103
31878
0.0674
0.003
0.0233
0.1114
732.16
11.77
G oup 1_1 11 1467 0.0127 0.81 -0.0898 0.1151 29.52 294.62
G oup 1_2
4
596
-
0.2069
0.07
-
0.4292
0.015
3
18.77
424.56
G oup 2_1 6 2686 0.0916 0.001 0.0430 0.1402 17.06 501.52
G oup 2_2
28
9905
0.0835
0.115
-
0.0304
0.1973
294.07
29.17
G oup 3_1
47
15796
0.0570
0.02
0.0128
0.1011
180.02
48.02
G oup 3_2 7 1428 0.1964 0.125 -0.0522 0.4450 81.23 99.00
The con idence in e al is calcula ed wi h a p obabili y o 95%.
The es o homogenei y is h ough he Q s a is ic and associa ed p obabili y dis ibu ion acco ding o he Chi-squa e.
Table 3: Mode a ion o coun ies g ouped by GLOBE (II)
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Appendix 5
T es o equali y o means
d Sig.
Means
di e ence
S anda d
e o o
di e ence
Pe o mance_O ien a ion
-
1.176
9
.
270
.
25071
.
21313
Fu u e_O ien a ion
.502
9
.628
.
0
9071
.
18073
Gende -.480
9
.642
-.10714
.22301
Asse i eness .557
9
.591
.13714
.24626
Ins i u ional_collec i ism 1.657
9
.132
.35750
.21576
In-g oup_collec i ism -3.953
9
.003
-.71646
.18079
Powe _dis ance
-
.470
9
.650
-
.0
7429
.1
5818
Humane_O ien a ion
-
2.762
9
.022
-
.
55036
.1
9924
Unce ain
y
_a oidance
.148
9
.886
-
.
56746
.
64675
HIERARCHICAL CLUSTER ANALYSIS
Dend og am using A e age Linkage (Be ween G oups)
Rescaled Dis ance Clus e Combine
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Appendix 6
T es o equali y o means
d Sig.
Means
di e ence
S anda d
e o o
di e ence
Pe o mance_O ien a ion
.90
2
8
.
393
.
18167
.2
0130
Fu u e_O ien a ion .016
8
.988
.00333
.21230
Gende .202
8
.845
.03750
.18572
Asse i eness 1.476
8
.178
.37750
.25577
Ins i u ional_collec i ism -1.356
8
.212
-.33333
.24575
In-g oup_collec i ism
3.580
8
.007
.
4
1
500
.1
1591
Pow
e _dis ance
.904
8
.
393
.
25083
.
27756
Humane_O ien a ion
-
3.716
8
.006
-
.5
9583
.
16033
Unce ain
y
_a oidance
.
720
8
.
492
-
.
18833
.
26153
HIERARCHICAL CLUSTER ANALYSIS
Dend og am using A e age Linkage (Be ween G oups)
Rescaled Dis ance Clus e Combine
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Appendix 7
CLUSTERS’ MEAN VALUES
Ini ial Clus e s G oup 1 G oup 2 G oup 3
1 2 3 1.1 1.2 2.1 2.2 3.1 3.2
Pe o mance_O ien a ion
3.84
4.32
4.25
3.87
3.77
4.17
4.42
4.25
4.25
Fu u e_O ien a ion
3.58
4.07
4.24
3.69
3.35
4.13
4.03
4.24
4.23
Gende
3.43
3.25
3.51
3.22
3.86
3.18
3.29
3.49
3.52
Asse i eness
4.29
4.09
4.03
4.20
4.47
4.18
4.04
4.17
3.89
Ins i u ional_collec i ism
3.85
4.57
4.48
3.91
3.73
4.80
4.44
4.35
4.62
In-g oup_collec i ism
5.27
5.39
3.94
5.51
4.81
4.93
5.65
4.17
3.72
Powe _dis ance
5.45
5.15
4.75
5.47
5.42
5.10
5.17
4.90
4.60
Humane_O ien a ion
3.60
4.40
4.05
3.71
3.38
4.42
4.38
4.12
3.98
Unce ain y_a oidance
3.78
4.18
4.80
3.78
3.78
3.83
4.38
4.56
5.04
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Figu e 1: Clus e s esul ing om clus e analysis based on GLOBE cul u al dimensions.
160x122mm (96 x 96 DPI)
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Figu e 2: Clus e s esul ing om clus e analysis based on cul u al dimensions wi hin he GLOBE g oups 1, 2
and 3.
147x155mm (96 x 96 DPI)
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60