**4. Discussions**

**Figure 6.** Logit model for clericals of the sample.

**Figure 4.** Logit model for managers of the sample.

178 Organizational Conflict

**Figure 5.** Logit model for professionals of the sample.

The analysis of Hofstede's cultural dimensions and bonus' use has shown that for:


the content to be developed and user, redistributing the control and the power of information among all the participants. It is therefore detectable a relationship in which the higher the value of the Power Distance, higher will be the necessity to use incentives to achieve the goals in groups.

emancipation are acquired through the practice of co-operation between people, even from very different cultures, and each human activity, from art to the exchange of goods, benefits from the spirit of solidarity more than from conflict. This perspective allows stating that collaboration enhances an atmosphere of non-judgment that results in acceptance of diversity in all its manifestations and, therefore, in the acquisition of a cooperative mentality which can find significant application in making the individual capable of cooperating. In a wider perspective, it can be said that external environment is continually perceived and represented in internal mental states of the individual so that individuals can develop themselves in all the activities that they carry out. Therefore, it can be said that individual can learn to cooperate and that the degree of transposition of this ability developed in

Impact of National Culture on the Bonus' Use for Teamwork

http://dx.doi.org/10.5772/intechopen.75909

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• Pragmatism—there is a significant positive correlation (r=0.000 \*\*\*, for managers; r=0.000 \*\*\*, for professionals) between this variable and incentives' use. This result needs a reflection. Societies with pragmatic (long-term) orientation demonstrate perseverance for achieving long-term goals, the easy adaptability of traditions to the conditions. This means that they tend to allow gratification for their desires, enjoying life. They focus on individual happiness and well being, free time is very important. Positive emotions are freely expressed.

This study extends a growing line of research demonstrating that culture may play a critical role in the success of team-based reward programs or in the employee resistance to teams. Kirkman and Shapiro [59] argue that cultural values such as power distance [60], determinism

Based on this literature it has used a regression model (Logit) to analyze which, among cultural dimensions of three types of employees (managers, professionals, clericals), have the strongest relationship to the propensity to the use of bonus for the group. The research has considered that Hofstede's model of cultural dimensions demonstrate a significant relation-

In particular, there is a negative correlation between Individualism, Power Distance, Masculinity, Uncertainty Avoidance, and Indulgence and bonus; so when each of them increases incentives' use decreases. For Pragmatism, instead, there is a positive relation; so

These results are validated for managers and professionals and no for clericals. It is important to note that culture moderates but do not override individual personality. Moreover, prior experience in interacting with different cultures can change the effect of the original cultural

Future works should extend this line of research to investigate the impact of bonus for the team on other national dimensions such as for Globe's model. Additionally, while bonus can

[61], and individualism [60] can influence the extent to which employees resist teams.

groups is positively correlated with the use of incentives.

ship between cultural dimensions and the use of incentives.

when it increases the use of bonus increases too.

These values are all expressed in groups.

**5. Conclusions**

influence [62].


emancipation are acquired through the practice of co-operation between people, even from very different cultures, and each human activity, from art to the exchange of goods, benefits from the spirit of solidarity more than from conflict. This perspective allows stating that collaboration enhances an atmosphere of non-judgment that results in acceptance of diversity in all its manifestations and, therefore, in the acquisition of a cooperative mentality which can find significant application in making the individual capable of cooperating. In a wider perspective, it can be said that external environment is continually perceived and represented in internal mental states of the individual so that individuals can develop themselves in all the activities that they carry out. Therefore, it can be said that individual can learn to cooperate and that the degree of transposition of this ability developed in groups is positively correlated with the use of incentives.

• Pragmatism—there is a significant positive correlation (r=0.000 \*\*\*, for managers; r=0.000 \*\*\*, for professionals) between this variable and incentives' use. This result needs a reflection. Societies with pragmatic (long-term) orientation demonstrate perseverance for achieving long-term goals, the easy adaptability of traditions to the conditions. This means that they tend to allow gratification for their desires, enjoying life. They focus on individual happiness and well being, free time is very important. Positive emotions are freely expressed. These values are all expressed in groups.
