Uncertainty avoidance

It has been reported that supply chain collaboration is difihcult to implement because there has been an over reliance on technology and fundamentally a lack of tmst between trading partners (Moberg and Speh 2003 Barratt 2004 Sheu et al. 2006). Trust is an important element for lOS enabled supply chain collaboration because trust can provide a foundation between collaborative partners for sharing critical information (Lejeune and Yakova 2005). However, trust between partners must be earned and trust comes only after the other party proves its abilities to offer solutions and also demonstrates loyalty (Min et al. 2005). Trust is achieved by behaving consistently over an extended period, e.g., maintaining quality standards without constant monitoring (Handfield and Nichols 1999 Lejeune and Yakova 2005). 

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Propensity to change Low versus high uncertainty avoidance The extent to which people try to control their environment through predictable ways of working Low uncertainty avoidance. Western European countries (e.g. Sweden the UK the Republic of Ireland Norway and the Netherlands) High uncertainty avoidance. European Mediterranean countries (France, Italy and Spain)... 

In this line, Hofstede (1980) conducted a transcultural study in which five relevant psychological dimensions were identified empirically in all the cultures that were studied, i.e. power-distance (from small to large), collectivism-individualism, femininity-masculinity, uncertainty avoidance (from weak to strong) and time orientation (from short term to long term). 

High Uncertainty Avoidance may have played a role [in this accident] by locking the crew into a course of action and preventing discussion of alternatives and review of the implications of the current course of action. High Uncertainty Avoidance is associated with a tendency to be inflexible once a decision has been made as a means of avoiding the discomfort associated with uncertainty. 

Uarco, Inc., 1713 U charts, 1844, 1847-1849, 1851 UILS, see Universeil indirect labor standards Ultrasonic detection, 1614-1615 Ultrasonic machining, 1323 Ultrasound sensors, 385, 386 UML, see Unified Modeling Language UMTRCA (Uranium Mill Tailings Radiation Control Act), 1153 Uncertainty interval of, 2548 optimization under, 2625-2628 Uncertainty avoidance (in national cultures), 957, 958, 960... 

Uncertainty Avoidance is defined as the degree to which individuals feel threatened by uncertain or unknown situations, with high scorers showing a need for predictability and rules. France, for example, was shown to score highly on Uncertainty Avoidance, whereas Indonesia reflected a low score. This dimension has been shown to correlate with the requirement in certain countries to carry identity cards. It is important to note, however, that felt need does not necessarily go with a greater tendency to follow the rules. 

Country Power distance Uncertainty avoidance Masculine-feminine Individualism- collectivism Long-short term orientation... 

In an attempt to emphasize national value differences, Hofstede (1980) employs a four-dimension category to discriminate among various national cultures. They are power distance (PD), uncertainty avoidance (UA), individualism/collectivism, and masculinity/femininity, respectively. PD is the extent to which the less powerful members of organizations accept and expect that power is distributed unequally. In a low PD culture, subordinates feel more comfortable approaching or contradicting their superiors. In contrast, there is considerable dependence of subordinates on superiors, and subordinates are unlikely to question their superiors directly in a high PD culture (Helmreich and Merritt, 1998). 

The measures of the national culture were similar to the four types of national culture, namely individualism-collectivism, power distance (PD), uncertainty avoidance (UA), and masculinism-feminism as proposed by Hofstede (1980). The measures of stress coping behaviors were similar to Havlovic and Keenan s (1995) categories. The participants demographic data and their self-reported experience of involving flight accidents or events were also collected. 

Collaborative culture is considered as another important antecedent variable with four subcomponents collectivism, long term orientation, power symmetry, and uncertainty avoidance. Collectivism and long term orientation are identified based on trust based rationalism. Power symmetry is viewed from resource dependence theory and social exchange theory. Uncertainty avoidance is evaluated based on transaction cost economics. 

To have a more comprehensive view of supply chain collaboration, organizational culture, as an important organizational context, must be incorporated into the understanding of the phenomenon (Orlikowski 1993). Four elements of collaborative organizational culture are investigated collectivism, long-term orientation, power symmetry, and uncertainty avoidance (Table 3.3). They are firm-level equivalents of the national-level dimensions proposed by Hofstede (1980, 1991). Hofstede s (1980) another dimension, masculinity, is not included in this study because it is difficult to adapt it to the supply chain context. Kumar et al. (1998) have tried to tailor masculinity to the firm level as earning power and dominance, which is captured by the dimension of power symmetry in this study. 

Collectivism Long Term Orientation Power Symmetry Uncertainty Avoidance... 

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