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Article Citation - WoS: 2Citation - Scopus: 3Does the Relationship Between Sustainable Human Resource Management and Organizational Identification Vary by Culture ? Evidence From 35 Countries Based on Globe Framework(Emerald Group Publishing Ltd, 2025) Turek, D.; Wojtczuk-Turek, A.; Edgar, F.; Podgorodnichenko, N.; Okay-Somerville, B.; Fu, N.; Zhang, G.Purpose: The article discusses the relationships between sustainable HRM and organizational identification, conceptualized at the individual level, and the moderating role of cultural dimensions conceptualized at the country level (described in GLOBE’s framework). The study’s theoretical model based on social exchange theory proposes that sustainable HRM practice increases organizational identification. However, the strength of this identification depends on the dimensions of national culture. Thus, we assumed national culture functions as a second-level moderator in the relationship between sustainable HRM and organizational identification. Design/methodology/approach: We conducted the study with data from 10,421 employees across 35 countries. We used a multilevel modeling approach for data analysis. Findings: The study revealed the cross-level interaction effects of national culture on the relationship between sustainable HRM practice and organizational identification. Specifically, the results indicate that sustainable HRM strengthens employees’ organizational identification more in cultures with higher levels of gender egalitarianism and lower levels of humane orientation. Originality/value: This study demonstrates that the relationship between sustainable HRM practices and employees’ organizational identification is culturally sensitive. It highlights the need to consider cultural context when assessing the impact of sustainable HRM practices on employee outcomes. Furthermore, it shows that certain cultural dimensions can enhance the effect of sustainable HRM practices. © 2025, Emerald Publishing Limited.Article Citation - WoS: 13Citation - Scopus: 16Sustainable Human Resource Management and Job Satisfaction-Unlocking the Power of Organizational Identification: a Cross-Cultural Perspective From 54 Countries(Wiley, 2024) Wojtczuk-Turek, Agnieszka; Turek, Dariusz; Edgar, Fiona; Klein, Howard J.; Bosak, Janine; Okay-Somerville, Belgin; Karamustafa-Kose, GueldemSustainable human resource management is gaining importance in organizations due to its role in developing a sustainable work environment and well-being. This paper discusses the relationship between employee perceptions of sustainable human resource management and job satisfaction in 54 countries. We propose that sustainable HRM is positively associated with job satisfaction but that this relationship is moderated by employees' identification with the organization and country-level individualism-collectivism. Thus, we suggest national culture functions as a second-level moderator of the relationship of sustainable HRM with organizational identification on job satisfaction. Findings from the multi-level analyses using data from 14,502 employees nested within 54 countries provided support for our hypotheses, namely that employee perceptions of sustainable HRM were positively associated with job satisfaction and that this relationship was more pronounced for employees with lower levels compared to higher levels of organizational identification in individualistic rather than collectivistic countries. These findings bear important implications for both theory and practice.
