Culture Leadership And Organizations The Globe Study Of 62 Societies
01 Jan 2016-
TL;DR: For example, the authors found that people search numerous times for their chosen books like this culture leadership and organizations the globe study of 62 societies, but end up in infectious downloads, instead of reading a good book with a cup of tea in the afternoon, instead they juggled with some infectious virus inside their desktop computer.
Abstract: Thank you for reading culture leadership and organizations the globe study of 62 societies. Maybe you have knowledge that, people have search numerous times for their chosen books like this culture leadership and organizations the globe study of 62 societies, but end up in infectious downloads. Rather than reading a good book with a cup of tea in the afternoon, instead they juggled with some infectious virus inside their desktop computer.
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TL;DR: A positive approach to cross-cultural interaction with the cultural attractiveness (CA) construct, whereby members of a focal culture view another culture as desirable is developed, and a CA measure is created and its predictive validity with country reputation data is established.
Abstract: Research summary: Prior research focused on cultural differences and their impact on foreign direct investment (FDI), neglecting other potentially relevant variables attesting to the cultural interaction between a multinational enterprise and its host environment. In this article, we draw on interpersonal attraction research to develop a positive approach to cross-cultural interaction with the cultural attractiveness (CA) construct, whereby members of a focal culture view another culture as desirable. We create a CA measure and establish its predictive validity with country reputation data. Using FDI data for 41 nations from 1985 to 2012 and performance data for 8,519 cross-border acquisitions (CBA) for 40 nations from 1990 to 2009, we find that CA is a predictor of FDI inflows and CBA outcomes, whose explanatory power is superior to cultural difference measures.
Managerial summary: Practitioners have traditionally emphasized potential difficulties of cross-cultural interaction when dealing with culturally distant countries. In contrast, our study addresses the positive aspects of cultural differences and suggests that a lot can be gained from dealing with attractive cultures, even when they are different. This insight can be helpful, for example, in contemplating/managing international M&As. Managers of acquiring/merging firms can use our approach to identify whether their employees find the partner's culture desirable, and if they do, proceed with the takeover and then adopt the partner's organizational routines during post-merger integration. This approach can help avoid conflicts, improve performance of home country expatriates, and ultimately, create value for acquiring firms. Copyright © 2016 John Wiley & Sons, Ltd.
57 citations
Cites background from "Culture Leadership And Organization..."
...The GLOBE project explicitly measures a culture’s qualities in the form of its cultural practices and also captures what societal members find desirable in the form of cultural values for 62 societies (House et al., 2004)....
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...These views and desires are reflected in individual values (House et al., 2004) that involve a form of 1 While a few studies mention CA (e.g., Shenkar, 2001; Shenkar et al., 2008; Very et al., 1997), to our knowledge, the concept has not been hitherto developed and measured systematically....
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...As such, cultures can be seen as collectivities of individuals with relatively homogeneous qualities characterized by taken-for-granted behaviors/ practices (House et al., 2004)....
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...These qualities are observable in work routines, management practices, and everyday behaviors characteristic of members of a given society (House et al., 2004; Morosini et al., 1998)....
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...Cultural practices are behavioral patterns that are initially undertaken by cultural members in response to reoccurring challenges and situations (House et al., 2004)....
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TL;DR: In this article, the authors investigated the joint effects of business and political ties, cognitive capital, and institutional support on product innovation performance in China and India and found that political ties increase institutional support in India and cognitive capital is significantly stronger in India than in China.
57 citations
Cites background from "Culture Leadership And Organization..."
...…of future events), whereas higher future orientation (i.e. the extent to which individuals engage in future-oriented behavior such as delaying gratification and planning and investing in the future) in both cultural practices (as is) and values (should be) (House et al., 2004, Chokar et al., 2007)....
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...Third, lower uncertainty avoidance indicates that Indian managers often use informality in interaction with others and rely on informal norms, instead of established social rules and bureaucratic practices, to alleviate unpredictability and risks (House et al., 2004)....
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...They also belong to the Confucian and Southern Asian Societal Clusters respectively (House et al., 2004), which exhibit different cultural values and leadership styles (Chokar et al., 2007)....
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...In addition, both China and India have collectivist cultures (House et al., 2004)....
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...Second, higher future orientation indicates that Indian managers are more likely to engage in strategic planning and invest in long-term relationships (House et al., 2004)....
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TL;DR: Empirical evidence is offered that hierarchical cultural values affect the outcomes of teams in high-stakes environments through group processes and is robust to controlling for environmental factors, risk preferences, expedition-level characteristics, country- level characteristics, and other cultural values.
Abstract: Functional accounts of hierarchy propose that hierarchy increases group coordination and reduces conflict. In contrast, dysfunctional accounts claim that hierarchy impairs performance by preventing low-ranking team members from voicing their potentially valuable perspectives and insights. The current research presents evidence for both the functional and dysfunctional accounts of hierarchy within the same dataset. Specifically, we offer empirical evidence that hierarchical cultural values affect the outcomes of teams in high-stakes environments through group processes. Experimental data from a sample of expert mountain climbers from 27 countries confirmed that climbers expect that a hierarchical culture leads to improved team coordination among climbing teams, but impaired psychological safety and information sharing compared with an egalitarian culture. An archival analysis of 30,625 Himalayan mountain climbers from 56 countries on 5,104 expeditions found that hierarchy both elevated and killed in the Himalayas: Expeditions from more hierarchical countries had more climbers reach the summit, but also more climbers die along the way. Importantly, we established the role of group processes by showing that these effects occurred only for group, but not solo, expeditions. These findings were robust to controlling for environmental factors, risk preferences, expedition-level characteristics, country-level characteristics, and other cultural values. Overall, this research demonstrates that endorsing cultural values related to hierarchy can simultaneously improve and undermine group performance.
56 citations
TL;DR: In this paper, the authors examined the growing number of publications on multinational enterprise management of sustainability issues and found that although the literature is tending towards growing acceptance about sustainability and its challenges most researchers have focused on corporate social responsibility and investigate their own niche problem, industry, and country using their own chosen theory and do not consider the need for consolidation and integration of social, environmental and economic performance.
Abstract: This paper examines the growing number of publications on multinational enterprise management of sustainability issues. Based on an integrative literature review and thematic analysis, the paper analyses and synthesises the current state of knowledge about main issues arising. Key issues identified include the following: choice of sustainability strategies; management of the views of headquarters towards sustainability; local cultural sustainability perspectives in developed and developing host countries; MNEs with home in developing/emerging countries; and resource availability for implementing sustainability initiatives. Findings indicate that although the literature is tending towards growing acceptance about sustainability and its challenges most researchers have focused on corporate social responsibility and investigate their own niche problem, industry, and country, using their own chosen theory and do not consider the need for consolidation and integration of social, environmental and economic performance. Avenues for future research are identified which will provide a means for the ethical foundations of theory and practice to be improved.
56 citations
Cites background from "Culture Leadership And Organization..."
...The theme of legitimacy is also explored by Husted et al. (2016) who find a relationship between CSR certification and distance....
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TL;DR: In this paper, the authors found that individuals with developed future orientation demonstrated more pro-environmental tendencies and in countries that conduct future-oriented practices in general the environment benefits, because the citizens tend to behave more proenvironmentally.
Abstract: The concept of sustainability includes a personal and societal imperative to assume responsibility for the future outcomes of present actions, to look forward, or in other words, to have a future orientation. Future orientation is both a personality trait and a cultural characteristic that strongly influences behavioral decisions on the personal and societal levels, respectively. This research addresses the relationship between future orientation and pro-environmental behavior on both levels. In a representative sample of the population (n = 1216), we found that individuals with developed future orientation demonstrated more pro-environmental tendencies. On the cross-cultural level we also found that in countries that conduct future-oriented practices in general the environment benefits, because the citizens tend to behave more pro-environmentally. The parallel between factors that affect future orientation and environmental behavior and the implications for promoting pro-environmental practices in the so...
55 citations
Cites background or methods from "Culture Leadership And Organization..."
...Cultural-level FO was measured by a construct that was developed by GLOBE; it describes the extent to which a society actually engages in FO practices and is referred to as ‘‘FO practices’’ (Ashkanasy et al. 2004)....
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...Similar correlations have been found at the individual level; according to Ashkanasy et al. (2004), future-oriented individuals more frequently choose to act on behalf of the general good and are characterized by a high level of prosocial tendency, belief, and sense of belonging to the group…...
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...…FO and collectivism practices found in GLOBE (r¼ .46, p< .001) may be explained by the encouragement of members in highly collective cultures to give high priority to remote and gradually developing collective interests rather than to immediate individualistic interests (Ashkanasy et al. 2004)....
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...…current actions will influence their future, focus on investment in their future, believe that they will have a future that matters, believe in planning for developing their future, and look far into the future for assessing the effects of their current actions’’ (Ashkanasy et al. 2004, p. 285)....
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...We used the GLOBE data (listed in table 13.8 in Ashkanasy et al. 2004) that were collected in the mid 1990s, so the cultural-level FO data refer to this time period....
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References
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Umeå University1, North-West University2, Tilburg University3, University of Queensland4, National Research University – Higher School of Economics5, Victoria University of Wellington6, University of Lyon7, Stanford University8, Peking University9, Southwest University10, University of Zagreb11, Academy of Sciences of the Czech Republic12, Tallinn University13, University of Provence14, Heidelberg University15, Panteion University16, Tel-Hai Academic College17, Kyorin University18, Gunma University19, Hosei University20, Vilnius University21, Klaipėda University22, Universidad de Sonora23, The Catholic University of America24, University of Coimbra25, University of the Algarve26, Moscow State University27, University of Education, Winneba28, Tver State University29, Saratov State University30, Saint Petersburg State University31, Russian Academy32, Complutense University of Madrid33, University of East London34, Google35
TL;DR: In this paper, the structural equivalence of the Zimbardo Time Perspective Inventory (ZTPI) across 26 samples from 24 countries (N = 12,200) was assessed.
Abstract: In this article, we assess the structural equivalence of the Zimbardo Time Perspective Inventory (ZTPI) across 26 samples from 24 countries (N = 12,200). The ZTPI is proven to be a valid and reliable index of individual differences in time perspective across five temporal categories: Past Negative, Past Positive, Present Fatalistic, Present Hedonistic, and Future. We obtained evidence for invariance of 36 items (out of 56) and also the five-factor structure of ZTPI across 23 countries. The short ZTPI scales are reliable for country-level analysis, whereas we recommend the use of the full scales for individual-level analysis. The short version of ZTPI will further promote integration of research in the time perspective domain in relation to many different psycho-social processes.
525 citations
TL;DR: Wang et al. as discussed by the authors examined the concept of humility among chief executive officers and the process through which it is connected to integration in the top management team (TMT) and middle managers' responses.
Abstract: In this article, we examine the concept of humility among chief executive officers (CEOs) and the process through which it is connected to integration in the top management team (TMT) and middle managers’ responses. We develop and validate a comprehensive measure of humility using multiple samples and then test a multilevel model of how CEOs’ humility links to the processes of top and middle managers. Our methodology involves survey data gathered twice from 328 TMT members and 645 middle managers in 63 private companies in China. We find CEO humility to be positively associated with empowering leadership behaviors, which in turn correlates with TMT integration. TMT integration then positively relates to middle managers’ perception of having an empowering organizational climate, which is then associated with their work engagement, affective commitment, and job performance. Findings confirm our hypotheses based on social information processing theory: humble CEOs connect to top and middle managers through c...
403 citations
TL;DR: Investigation of gender differences in three facets of the Narcissistic Personality Inventory revealed that observed gender differences were not explained by measurement bias and thus can be interpreted as true sex differences.
Abstract: Despite the widely held belief that men are more narcissistic than women, there has been no systematic review to establish the magnitude, variability across measures and settings, and stability over time of this gender difference. Drawing on the biosocial approach to social role theory, a meta-analysis performed for Study 1 found that men tended to be more narcissistic than women (d = .26; k = 355 studies; N = 470,846). This gender difference remained stable in U.S. college student cohorts over time (from 1990 to 2013) and across different age groups. Study 1 also investigated gender differences in three facets of the Narcissistic Personality Inventory (NPI) to reveal that the narcissism gender difference is driven by the Exploitative/Entitlement facet (d = .29; k = 44 studies; N = 44,108) and Leadership/Authority facet (d = .20; k = 40 studies; N = 44,739); whereas the gender difference in Grandiose/Exhibitionism (d = .04; k = 39 studies; N = 42,460) was much smaller. We further investigated a less-studied form of narcissism called vulnerable narcissism—which is marked by low self-esteem, neuroticism, and introversion—to find that (in contrast to the more commonly studied form of narcissism found in the DSM and the NPI) men and women did not differ on vulnerable narcissism (d = −.04; k = 42 studies; N = 46,735). Study 2 used item response theory to rule out the possibility that measurement bias accounts for observed gender differences in the three facets of the NPI (N = 19,001). Results revealed that observed gender differences were not explained by measurement bias and thus can be interpreted as true sex differences. Discussion focuses on the implications for the biosocial construction model of gender differences, for the etiology of narcissism, for clinical applications, and for the role of narcissism in helping to explain gender differences in leadership and aggressive behavior. Readers are warned against overapplying small effect sizes to perpetuate gender stereotypes.
382 citations
TL;DR: The authors explored several types of school contexts (institutional, community, socio-cultural, political, economic, school improvement) and what they have learned about how they shape school leadership practice and found that the need to contextualize leadership highlights deficiencies in modal research.
Abstract: Research on educational leadership and management has resulted in the accumulation of increasingly persuasive findings concerning the impact school leadership can have on school performance. Indeed, there is a growing consensus that there exists a generic set of leadership practices (e.g. goal setting, developing people) which must be adapted to meet the needs and constraints that describe different school contexts. However, to date, researchers have yet to develop a theory or report comprehensive findings on this challenge. This paper explores several types of school contexts (institutional, community, socio-cultural, political, economic, school improvement) and what we have learned about how they shape school leadership practice. The analysis leads to several conclusions and recommendations. First, it affirms, elaborates and extends the assertion made by scholars of the importance of examining leadership in context. Second, the need to contextualize leadership highlights deficiencies in modal research m...
311 citations
University of Sussex1, University of Toulouse2, Pontifical Catholic University of Chile3, University of Miami4, Barry University5, Northwestern University6, West University of Timișoara7, University of Buea8, Nanyang Technological University9, Makerere University10, University of Namibia11, National Research University – Higher School of Economics12, Université catholique de Louvain13, University of Iceland14, American University of Beirut15, Complutense University of Madrid16, Ateneo de Manila University17, University of Cambridge18, Chinese Academy of Sciences19, North China University of Science and Technology20, University of Gdańsk21, Hokkaido University22, Osaka University23, Pontifical Catholic University of Peru24, University of Tartu25, Istanbul Şehir University26, University of Ghana27, Yaşar University28, Bilkent University29, Thammasat University30, University of Colorado Colorado Springs31, University of Wisconsin-Madison32, University of Los Andes33, Universidade Federal do Rio Grande do Sul34, University of Malaya35, University of Agder36, Victoria University of Wellington37, Uludağ University38, Ankara University39, Sultan Qaboos University40, Addis Ababa University41, The Chinese University of Hong Kong42, Hungarian Academy of Sciences43, Federal University of Paraíba44, Federal University of Pará45, Leipzig University46, University of Jena47, University of Milan48, Hong Kong Polytechnic University49
TL;DR: A new 7-dimensional model of self-reported ways of being independent or interdependent is developed and validated across cultures and will allow future researchers to test more accurately the implications of cultural models of selfhood for psychological processes in diverse ecocultural contexts.
Abstract: Markus and Kitayama’s (1991) theory of independent and interdependent self-construals had a major influence on social, personality, and developmental psychology by highlighting the role of culture in psychological processes. However, research has relied excessively on contrasts between North American and East Asian samples, and commonly used self-report measures of independence and interdependence frequently fail to show predicted cultural differences. We revisited the conceptualization and measurement of independent and interdependent self-construals in 2 large-scale multinational surveys, using improved methods for cross-cultural research. We developed (Study 1: N = 2924 students in 16 nations) and validated across cultures (Study 2: N = 7279 adults from 55 cultural groups in 33 nations) a new 7-dimensional model of self-reported ways of being independent or interdependent. Patterns of global variation support some of Markus and Kitayama’s predictions, but a simple contrast between independence and interdependence does not adequately capture the diverse models of selfhood that prevail in different world regions. Cultural groups emphasize different ways of being both independent and interdependent, depending on individualism-collectivism, national socioeconomic development, and religious heritage. Our 7-dimensional model will allow future researchers to test more accurately the implications of cultural models of selfhood for psychological processes in diverse ecocultural contexts. (PsycINFO Database Record (c) 2016 APA, all rights reserved)
309 citations