**3. Results**

Observing **Figure 1**. it comes out that the sample is constituted for 64% by private sector, 28%

Our sample includes a company with different size. Our investigation is inherent in the SME geographically located in Europe, so it is defined as a small business enterprise which has fewer than 250 employees; medium size company that one which has a number of employees

The choice to use the number of employees to differentiate businesses as the only criterion has been driven by the objectivity and simplicity of application, even if it has important limitations: primarily because the number of people employed is dependent on the sector of the business [47] and this is why social recruitment has been related also to the sector of the business; then because full-time employment is decreasing, while there are new innovative forms of work such as part-time work, casual work or temporary work [48]. For this element, it has chosen to include the number of employees even those with more flexible

between 250 and 500, and large enterprise with more than 500 employees (**Figure 2**).

by the public sector, 4% by not for Profit, 6% mix.

**2.2. Independent variables: cultural dimensions**

Our model aims to analyze Hofstede's culture model.

Hofstede's values of a sample of the research are shown in **Figure 3**:

forms of contract.

176 Organizational Conflict

**Figure 1.** Sectors of the sample.

For Hofstede's dimensions (**Figure 4**), there is a significant correlation among all variables except for Masculinity. Individualism (−0.372), Power Distance (−0.069), Uncertainty Avoidance (−0,248), and Indulgence (− 0.367) have a negative correlation while Pragmatism (0,1588) has a positive correlation with the presence of group's bonus for managers.

For Hofstede's dimensions (**Figure 5**) there is a negative correlation for, Individualism (−0.339), Power Distance (−0.1149), Masculinity (−0.064), Uncertainty Avoidance (−0.192), Indulgence (−0.378), while there is a positive correlation for Pragmatism (0.163) and the presence of group's bonus for professionals.


For Hofstede's dimensions (**Figure 6**) and the presence of group's bonus for clericals, there is

Impact of National Culture on the Bonus' Use for Teamwork

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

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• All variables of clericals show a clear impact among these variables and the use of bonus

• Individualism—there is a significant negative correlation (r = 0.000 \*\*\*, in both cases) between this variable and the use of bonus for managers and professionals. In high institutional collectivist environments, individuals learn to put the institution over individual goals, so it suggests that societies with high values in institutional collectivism are more likely to provide incentives. High levels of this form of collectivism foster the development of trust, which is important for the uncontrolled and spontaneous interactions in groups, because it is not possible to have an exchange without trust, that is, failing the tacit assumption that the other person is able to exchange knowledge, skills and ideas. Although reference is made to other authors for a comprehensive review of studies carried out on trust, one cannot fail to mention the best-known literature [49] according to which "trust is a psychological state that contains the intention to accept the vulnerability based on positive expectations of behavioral intentions of another person". According to Fukuyama [50], it is "the expectation that a normal, honest and cooperative behavior, based on common rules, creates in a community by other members of that community." Another widespread notion in the organizational literature is that one according to which trust is an important independent variable and is the cause "of an increase in cooperation processes" [51–53]. Moreover, self-confidence can be considered a dependent variable, which is the result of the formation of a common identity and experience, a dynamic variable [54] and an evolutionary variable as it evolves in relation to the situational context [55]. Then, if we consider that with the passing of time the interactions among members take into lower consideration the conventional measures of compliance and coordination [56], it is easy to guess that it will be created an 'atmosphere of trust that will help to keep unaltered interpersonal relationships even in difficult periods, enabling the development of a long-term cooperation [57]. From this brief summary of the literature, it comes out that trust is produced through repeated exchanges among players, and therefore it can be considered one of the

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

variables, which is positively correlated with use of incentives.

• Power Distance—there is a significant positive correlation (r = 0.005 \*\*\*, for managers; r = 0.000 \*, for professionals,) between this variable and the use of bonus. The establishment of a social bond in groups gets free from territorial, institutional or linked-to-power membership and is based, instead, on sharing interests and knowledge, on collaborative processes and collaborative learning. In this context the structure of knowledge understood in the traditional way is changing and, with it, the structure by which reality is interpreted. Groups allow, as a matter of fact, completely modifying the relationship between

not a significant correlation with bonus use for the group.

**4. Discussions**

for groups does not emerge;

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


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


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

For Hofstede's dimensions (**Figure 6**) and the presence of group's bonus for clericals, there is not a significant correlation with bonus use for the group.
