Individualism and collectivism

The psychology of social norms.

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Culture Leadership And Organizations The Globe Study Of 62 Societies

This study systematically investigates how language barriers influence trust formation in multinational teams (MNTs). On the basis of 90 interviews with team members, team leaders and senior managers in 15 MNTs in 3 German automotive corporations, the authors show how MNT members’ cognitive and emotional reactions to language barriers influence their perceived trustworthiness and intention to trust, which in turn affect trust formation. The authors contribute to diversity research by distinguishing the exclusively negative language effects from the more ambivalent effects of other diversity dimensions. Their findings also illustrate how surface-level language diversity may create perceptions of deep-level diversity. Furthermore, their study advances MNT research by revealing the specific influences of language barriers on team trust, an important mediator between team inputs and performance outcomes. It thereby encourages the examination of other team processes through a language lens. Finally, their study suggests that multilingual settings necessitate a reexamination and modification of the seminal trust theories by Mayer, Davis and Schoorman, and by McAllister. In terms of practical implications, the authors outline how MNT leaders can manage their subordinates’ problematic reactions to language barriers, and how MNT members can enhance their perceived trustworthiness in multilingual settings.

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The impact of language barriers on trust formation in multinational teams

Research summary Drawing on the demographic faultline perspective and the concept of attribute‐specific faultlines, we investigate the effect of top management team (TMT) relationship‐related (gender, age, educational level) and task‐related (functional background, tenure) faultline strengths on strategic change. In a panel study (2003–2015), we find that TMT relationship‐related faultline strength (especially educational‐level) negatively influences strategic change whereas TMT task‐related faultline strength positively affects strategic change. Environmental dynamism reduces the negative effect of TMT gender and educational‐level faultline strengths on strategic change while in fact revealing a notable positive effect between TMT age‐faultline strength and strategic change. Additionally, environmental dynamism strengthens the positive effects of task‐related TMT faultline strength on strategic change. We offer theoretical and practical implications to both the demographic faultlines and upper echelons research domains. Managerial summary Top management teams (TMTs) in firms can fracture into subgroups based on demographic characteristics (e.g., age, gender, and education level) as well as based on task‐related characteristics (e.g., functional background, and tenure). We call the former relationship‐related faultlines and the latter task‐related faultlines. We predict and find that stronger relationship based faultlines hinders between subgroup cohesion, reducing TMTs' ability to initiate strategic change. We also predict and find that stronger task‐related faultlines facilitate inter‐subgroup knowledge‐sharing, improving TMTs' ability to initiate strategic change. We find that environmental dynamism reduces the negative effect of most relationship‐related faultlines (except age where this effect is positive) on strategic change, while strengthening the positive effect of task‐related faultline strengths on strategic change.

Top management team demographic-faultline strength and strategic change: What role does environmental dynamism play?

Recent studies of entrepreneurial hiring have focused on teams of individuals brought together to form new firms. The literature is scarce on the hiring decision made by sole proprietors to obtain early-stage employees in existing growing firms, yet these firms are great in number and significantly impact the economy. Such hiring decisions will be critical to the growth, and even survival, of such small firms. This paper proposes a model suggesting that an entrepreneur's more central social or role identity influences the hiring decisions for early-stage employees. Utilizing social and role identity theories, this paper suggests how an entrepreneur's most central identity influences how early-stage hiring decisions are made in entrepreneurial small firms. Additionally, it is suggested that the job complexity of new employment positions, and the munificence of the human resources in an environment further moderate the relationship between the sole proprietor's entrepreneurial identity and the hirin...

Hire someone like me, or hire someone I need: entrepreneur identity and early-stage hiring in small firms

Purpose – Professional service entrepreneurs (PSEs) paradoxically practice their profession in highly institutionalized contexts that require intense socialization, while also enacting another role as an entrepreneur. Activities consistent with entrepreneurship may be unnecessary for – and possibly contradictory with – activities consistent with professional roles. The purpose of this paper is to address the question of how two highly important role identities (professional and entrepreneurial) relate to entrepreneurial orientation (EO) in professional firms. Design/methodology/approach – Using a survey methodology, the authors measure entrepreneurial and professional role identity importance, and PSE’s perceptions of firm-level EO, using a sample of 138 medical practitioners who own and operate their own small-to medium-sized professional practices. In this paper, the authors examine the associations of the importance of these identities, and the relative importance of one to another, with EO. Findings –...

A foot in both camps: role identity and entrepreneurial orientation in professional service firms

When to pray to the angels for funding: The seasonality of angel investing in new ventures

Social Identity Theory (SIT) as used in cross-cultural organizational psychology (CCOP) shows individualistic biases by envisioning an autonomous person whose culture supports temporary, largely in...

Steven A. Stewart

Papers

Hire someone like me, or hire someone I need: entrepreneur identity and early-stage hiring in small firms

A foot in both camps: role identity and entrepreneurial orientation in professional service firms

When to pray to the angels for funding: The seasonality of angel investing in new ventures

Implications of Individualist Bias in Social Identity Theory for Cross-Cultural Organizational Psychology:

Assessing the State of Top Management Teams Research