Putting sustainable human resource management and workplace eudaimonic well-being into cross-cultural context

Wojtczuk-Turek A.; Turek D.; Jurek P.; Edgar F.; Okay-Somerville B.; Podgorodnichenko N.; Fu N.; Järlström M.; Popov B.; Hutchings P.; Sullivan K.; Hafstad M.D.; Shkoda T.; Savych O.; Raeder S.; Klein H.J.; Bosak J.; Lupina-Wegener A.; Dvorakova Z.; Gutiérrez-Crocco F.; Kekkonen A.; Leiva P.I.; Mynaříková L.; Sánchez-Apellániz M.; Shafique I.; Al-Romeedy B.S.; Wee S.; Dunlop P.; Stinglhamber F.; Caesens G.; Caldana A.; Sticca M.G.; Vasilev V.; Lauzier M.; Desjardins G.; Zhang G.; Tan L.; Galvez-Sierra L.B.; Pérez E.R.; Goić S.; Tadić I.; Charvátová D.; Botek M.; Jensen D.H.; Rojas D.L.; Pazmay-Ramos S.G.; Masso P.; Gillet N.; Huyghebaert-Zouaghi T.; Robakidze M.; Martskvishvili K.; Dorrough A.R.; Jekel M.; Häffner C.; Sevincer T.A.; Kekesi E.K.; Agyemang C.B.; Apospori E.; Jose J.; Salendu A.; Etikariena A.; Susianto H.; Sjabadhyni B.; Malayeri S.; Seydi M.; Kinahan M.; Lisak A.; Mariani M.G.; Salvati M.; Moscatelli S.; Crapolicchio E.; Manzi C.; Shimazu A.; Ikeda H.; Žukauskienė R.; Kaniušonytė G.; Catania G.; Lauri M.A.; Madero-Gómez S.M.; Fernando D.; Veth K.; Dhakal S.; Lawal A.; Reategui A.; Tristán O.M.; Edralin D.M.; Schmitz S.; Neto J.; Neto F.; Đorđević J.M.; Mihić V.; Kalistova A.; Piterová I.; Mayer C.-H.; Molina M.J.C.; Ranasinghe R.; Nakchedi-Ooft T.; Sobhie R.; Matteo M.; Chavanovanich J.; Petchthip N.; Karabatı S.; Akbaş G.; Turkoglu B.; Mosanya M.; de León P.P.; Labarthe-Carrara J.; Phelps C.; Karamustafa-Köse G. · European Management Journal (2026) · DOI: 10.1016/j.emj.2026.03.008

Resumen

This study examines how sustainable human resource management (HRM) impacts employee work engagement and eudaimonic well-being across cultural contexts that differ on individualism-collectivism dimension. Theoretically, the study draws from Self-Determination Theory (SDT; Ryan & Deci, 2017) and the model of culture fit (Aycan et al., 1999). Using data from 14,502 employees nested in 54 countries working in a variety of positions across different sectors, we found support for our hypothesized model—that is, sustainable HRM was positively related to employee eudaimonic well-being via enhanced work engagement. The study found that one moderating effect—the relationship between work engagement and eudaimonic well-being—was stronger in countries that are more individualistic rather than collectivistic. The findings provide support for the universality of the SDT-based approach to understanding employee experiences based on sustainable HRM and cultural variations that inform work-related eudaimonic well-being. Our study advances existing cross-cultural research on sustainable HRM and employee well-being.

Instituciones: Universidad ESAN