Title: The influence of cultural context in managerial decision-making: legitimacy views of Finnish and Italian managers
Authors: Johanna Kujala; Valentina Battista; Lorenzo Lucianetti; Anni Paavilainen
Addresses: Tampere University, Kanslerinrinne 1, FI-33014, Finland ' Cranfield University School of Management, College Road, Cranfield MK43 0AL Bedford, UK ' Department of Management and Business Administration, University of Chieti and Pescara, Viale Pindaro 42 – 65127 Pescara, Italy ' Tampere University, Kanslerinrinne 1, FI-33014, Finland
Abstract: This study examines the influence of cultural context in managerial decision-making by comparing the legitimacy views of Finnish and Italian business managers. In the business context, managers often make decisions based on economic interests only; but for moral decisions, other means of legitimacy are required. Although both Finland and Italy are members of the European Union (EU), they differ in terms of cultural dimensions. The study contributes to previous research on managerial decision-making by showing, with a qualitative approach, that the differences between Finnish and Italian managers decision-making relate to the different ways of using legitimacy combined with the short-term vs. long-term orientation of the culture. Finnish managers use the property and perception views of legitimacy that reflect the short-term orientation and normative dimension of the culture, while Italian managers rely on a process view of legitimacy reflecting the long-term orientation.
Keywords: cultural comparison; moral dilemma; legitimacy; decision-making.
International Journal of Human Resources Development and Management, 2021 Vol.21 No.2/3, pp.149 - 164
Received: 18 Sep 2018
Accepted: 05 Sep 2019
Published online: 02 Aug 2021 *