The Performance Implications of Financial and Non‐Financial Rewards: An Asian Nordic Comparison
调查了芬兰和香港银行业员工对财务与非财务奖励绩效影响的看法，发现文化因素（如个人主义与集体主义）及其他情境因素（如组织、制度、经济）共同塑造了奖励与绩效的关系，对跨国企业制定奖励策略有参考价值。
abstract This study empirically investigated culture's consequences on employee perceptions of the performance implications of financial and non‐financial rewards. Using a sample (n = 568) drawn from the banking industry in Finland and Hong Kong, we found that although the effects and predictive capability of culture (i.e. masculinity–femininity , individualism–collectivism , uncertainty avoidance , and power distance ) offered some important insights, a range of other contextual factors (i.e. organizational, institutional, economic) wielded influence over and shaped reward–performance values, preferences, and behaviours. The emergence of these new paradigms necessitates that the US centric economic and behavioural theories (e.g. exchange) that underpin reward–performance be revisited and extended if they are to be applicable in the international context. Understanding the influence of a range of contextual forces is therefore critical to multinational organizations attempting to implement effective reward strategies aimed at achieving a diverse set of performance priorities. In addition to these novel theoretical and practical contributions, this study also paves the way for future research in this promising area of management studies.