My research focuses on the interrelationships among national culture, leadership, trust, and employee empowerment. 

My empirical work has examined the cultural contingencies of empowerment, with a particular emphasis on how national cultural values shape its effectiveness. Based on research conducted in the early 2010s across the subsidiaries of a multinational pharmaceutical company, my findings indicate that the viability of empowerment practices is strongly conditioned by cultural context. Beyond organizational culture, national cultural values substantially influence leadership expectations, trust-building mechanisms, employees' openness to take responsibility, and consequently, the successful implementation of empowerment.