Beyond Collaboration: Decision-Making and Workplace Equity in Nigerian Multinational Companies
DOI:
https://doi.org/10.47709/ijmdsa.v5i4.9631Keywords:
Organisational culture, workplace equity, organisational justice, diversity, equity and inclusion, multinational enterprises, decision-making, NigeriaAbstract
Purpose: This study examines how distinct dimensions of organisational culture relate to workplace equity in multinational companies operating in Nigeria. The study separates diversity, equity and inclusion as an organisational outcome from equity to determine what cultural traits are most closely linked with employees' perceptions of fairness.
Design/methodology/approach: A cross-sectional survey was conducted among 363 employees of three multinational companies in Nigeria: MTN Nigeria, Total Nigeria and Mobil Nigeria. The data were analysed using partial least squares structural equation modelling (PLS-SEM). Five organisational-culture dimensions—teamwork, ethical standards, communication style, decision-making and innovation drive—were examined as predictors of workplace equity.
Findings: All five dimensions demonstrated positive and statistically significant relationships with workplace equity (p < .001). Decision-making recorded the largest observed coefficient (? = 0.612; R² = 0.374), followed by innovation drive (? = 0.543; R² = 0.295), communication style (? = 0.494; R² = 0.244), ethical standards (? = 0.467; R² = 0.218) and teamwork (? = 0.392; R² = 0.154).
Originality/value: The study contributes to DEI research by separating equity from the larger DEI outcomes and showing that there are distinct observed relationships between specific cultural dimensions and workplace equity. It offers context-specific evidence from cross-border organisations in Nigeria and makes the decision-making the most observed cultural correlate of equity.
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