Table 18 Mean scores
| Â | Mean score |
|---|---|
Hierarchical culture | |
Formalized procedures generally govern what people do | 5.43 |
Objectives and targets are clearly defined; thus, success is achieved on the basis of winning and leading in the marketplace | 5.53 |
Group culture | |
Our management style prioritizes and emphasizes conformity, predictability, stability, efficiency, and control | 5.57 |
Development of human resources and concern about employees are highly valued | 6.10 |
Our employees are encouraged to work as a team, take decisions, exchange and discuss opinions, experiences, and ideas with each other and their supervisors | 6.03 |
Our management style is characterized by teamwork, consensus, and participation | 5.90 |
Training | |
The organization offers training to facilitate cultural learning | 4.17 |
The organization trains onboard and ashore top management on how to manage conflicts arising among people (crew) from different countries | 4.57 |
The organization engages in cross-cultural learning through consistently reviewing its process and practices to learn and adapt | 4.87 |
The organization has processes in place to facilitate cultural learning | 4.43 |
The organization is committed to develop & enhance onboard and ashore top management competencies who is bi-cultural or multicultural in its skill set | 4.67 |
The organization asks onboard and ashore top management for feedback after communicating with people from different cultures | 4.33 |
Leadership | |
Top Management—onboard and ashore—is confident handling the stress of working within new cultures | 5.13 |
Top Management—onboard and ashore—knows relevant cultural values and religious beliefs | 5.57 |
Top Management—onboard and ashore—checks accuracy of cultural knowledge when interacting with those from different backgrounds | 4.83 |
The organization insists on avoiding expressions or words that can be considered offensive to people of different cultures, ethnicity, religion, gender etc | 5.50 |
Inclusion | |
Top Management—onboard and ashore—has had extensive international experience | 5.97 |
The organization is inclusive. It gives equal opportunity to employees regardless of gender, ethnicity, and so on | 5.80 |
Adaptability | |
Top Management—onboard and ashore—modifies its nonverbal behavior (gestures, time, and space orientation) when a cross-cultural interaction requires it | 4.97 |
Top Management—onboard and ashore—is confident working with people of other cultures | 5.97 |
Digital culture | |
There is a clear orientation to digital technology changes inside the company’s operations | 5.83 |
Digital innovation and change take part as a natural process within the company | 5.50 |
The organization invests in developing digital tools that facilitate operations | 5.83 |
Digital leadership | |
The organization shares with the staff the digital strategy, taking into consideration their suggestions | 5.07 |
Digital fluency is considered a key competency for every new entrant | 4.97 |
In our firm, individual employees’ digital competencies and contacts are identified and recognized by our leaders | 4.93 |
In our firm, leaders develop trust in the employees’ digital skills | 5.13 |
In our firm, leaders provide necessary information to employees | 5.53 |
In our firm, leaders act as digital learning guides and coaches | 4.63 |
Digital innovation | |
The organization often tries new ideas related to digitalization providing higher quality of digital solutions | 5.50 |
The organization often tries out the new trend to perform the task offering superior features of digital solutions | 5.50 |
The organization becomes innovative in its operations contributing to totally different applications of digital solutions | 5.23 |
e-HRM | |
e-HRM has increased the focus of managers and employees on their core duties | 4.63 |
By using e-HRM, average effective hour loss is decreased | 4.93 |
Since the implementation of e-HRM, average absentee rates have been reduced | 4.33 |
e-HRM guarantees errorless administration | 4.50 |
Using e-HRM gives us greater control over our work | 5.07 |
We use e-HRM for recruitment & selection processes | 4.43 |
Managers use e-HRM to receive formal information about a wide range of issues relevant to the company & its operation | 4.50 |
Managers use e-HRM for talent management | 3.97 |
e-HRM is based on big data analysis | 4.30 |
e-HRM is based on development of metrics that produce useful data | 4.57 |
Data analysis is crucial task for e-HRM | 4.87 |