Culture Leadership And Organizations The Globe Study Of 62 Societies
01 Jan 2016-
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TL;DR: In this paper , a dynamic and contextual conceptualization of the process of cross-cultural adjustment refines theory by presenting adjustment as a continuous rather than as sporadic process, and providing a framework for identifying and prioritizing sources of the "push" and "pull" to adjust.
Abstract: Abstract This study employs a dynamic rather than a static and contextual rather than cultural conceptual framework for expatriate managers’ cross-cultural adjustment. It applies theories of learning-unlearning and of role behavior to explain what expatriates’ values, attitudes and behavior are being adjusted, how they are being adjusted and why they are being adjusted. A dynamic and contextual conceptualization of the process of cross-cultural adjustment refines theory by presenting adjustment as a continuous rather than as sporadic process; by providing a framework for identifying and prioritizing sources of the “push” and “pull” to adjust; and by generalizing theory of cross-cultural adjustment to include sojourners other than expatriates. Data were collected using an intensive literature search of publications in the English language. The study’s conceptual framework has the potential to enhance the development of a general theory of cross-cultural adjustment and to provide organizations with knowledge of how to define, measure and manage expatriate-managers’ adjustment, and, therefore, the ability to develop and employ tools to assist in the selection, training, performance management and evaluation and compensation of expatriates.
5 citations
Dissertation•
01 Jan 2018
TL;DR: In this paper, the authors present a framework for the development of the Human Resource Climate Construct (HR Climate Construct) based on the concept of work satisfaction and the meaningfulness of work.
Abstract: .............................................................................................................................. iv Acknowledgements .............................................................................................................. v List of Figures ...................................................................................................................... x List of Abbreviations .......................................................................................................... xi Chapter 1: Introduction ........................................................................................................ 1 Methodology .................................................................................................................... 4 Thesis Overview .............................................................................................................. 4 Chapter 2: Background Information .................................................................................... 6 Global Nursing Shortage .............................................................................................. 6 Canadian Nursing Shortage ......................................................................................... 6 The Crisis in British Columbia .................................................................................... 8 Vancouver Island Health .............................................................................................. 8 Chapter 3: Review of the Literature ................................................................................... 10 Human Resource Management .................................................................................. 10 High Performance Work Systems .............................................................................. 11 High Performance Work Systems in Healthcare ....................................................... 13 Theoretical Frameworks ................................................................................................ 18 Limitations of Past Research ...................................................................................... 21 Human Resource Climate .......................................................................................... 23 Societal Culture .......................................................................................................... 26 Meaningfulness of Work ............................................................................................ 29 Summary of the Literature ......................................................................................... 35 Chapter 4: Conceptual Framework .................................................................................... 38 Development of the HR Climate Construct ............................................................... 39 Chapter 5: Research Design ............................................................................................... 45 Research Method ........................................................................................................ 45 Data Collection .......................................................................................................... 50 Setting ........................................................................................................................ 51 Sample ........................................................................................................................ 51 Data Analysis ............................................................................................................. 53 Instruments and Measures: Survey (Quantitative) ..................................................... 55 Instrument and Measure: Interview (Qualitative) ...................................................... 63 Ethical Considerations ............................................................................................... 67 Quantitative Results ....................................................................................................... 68 HR Climate ................................................................................................................ 68 Employee Outcome Metrics ....................................................................................... 70 Job Satisfaction. ......................................................................................................... 71
5 citations
Cites background or result from "Culture Leadership And Organization..."
...…the model has not been formally tested, but rather, inferences are made based on previous research of the HR Climate dimensions (Patterson et al., 2005), results of the GLOBE study (R. J. House et al., 2004), and Pratt and Ashforth’s explanation of Meaningfulness of Work (Pratt & Ashforth, 2003)....
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...Institutional Collectivism refers to the degree to which organizations encourage teamwork, value the ‘collective’ well-being of the group, and “encourage and reward distribution of resources” over individual benefit (Brewer & Venaik, 2011; House et al., 2004)....
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...Institutional Collectivism refers to the degree to which organizations encourage teamwork, value the ‘collective’ well-being of the group, and “encourage and reward distribution of resources” over individual benefit (Brewer & Venaik, 2011; House et al., 2004)....
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TL;DR: In this article, the problem of managerial overconfidence and financing behavior was addressed by surveying the managers on overestimation, overplacement, and overoptimism, and found that companies managed by overconfident managers use higher value of equity and display similar debt ratios.
Abstract: We address our research to the problem of managerial overconfidence and financing behavior. The aim of the paper is, hence, to ascertain the pattern of financing decisions of overconfident managers and identify the relevant capital structure theory (trade-off or pecking order theory) that can be used to explain financing decisions of overconfident managers. We collected a sample of 145 private companies. The degree of overconfidence was distinguished by surveying the managers on overestimation, overplacement, and overoptimism. The financial data covers the period of 2010–2015. We calculated static ratios of capital structure and uncovered the determinants of capital structure. We then unveiled the target debt ratios using Fama and French methodology and identified the difference between target and actual debt ratios. We also calculated the value of deficit and the sources of financing according to Shyam-Sunder and Myers. We found that the companies managed by overconfident managers use higher value of equity and display similar debt ratios. They also utilize reverse pecking order preference—trying to use internal funds and then turning to equity. Moreover, we noted that companies managed by overconfident managers come closer to target debt ratios and implement more risky fixed assets financing strategies. The significance of our research is that we contribute to the understanding of capital structure decisions by taking into account behavioral biases and conducting comprehensive research on both static and dynamic capital structure.
5 citations
Cites background or methods from "Culture Leadership And Organization..."
...According to TOT, companies set a target individual optimal capital structure and attempt to achieve it [Jalilvand and Harris, 1984]. The TOT assumes that every company has its own optimal capital structure, which is used in every penny raised. Every additional capital is gained to keep this optimal capital structure stable, to minimize the cost of capital and maximize the company value [Jensen and Meckling, 1976; Miller, 1977]. The POT developed by Myers and Majluf [Myers, 1984; Myers and Majluf, 1984] and extended by Lucas and McDonald [1990] is based on the information asymmetry between managers and investors of public companies....
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...According to TOT, companies set a target individual optimal capital structure and attempt to achieve it [Jalilvand and Harris, 1984]. The TOT assumes that every company has its own optimal capital structure, which is used in every penny raised. Every additional capital is gained to keep this optimal capital structure stable, to minimize the cost of capital and maximize the company value [Jensen and Meckling, 1976; Miller, 1977]. The POT developed by Myers and Majluf [Myers, 1984; Myers and Majluf, 1984] and extended by Lucas and McDonald [1990] is based on the information asymmetry between managers and investors of public companies. Herein, managers possess more detailed information about the financial standing, future prospects, and true value of a company than do outside investors. According to Myers [1984], firms primarily finance their activities with retained earnings....
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...According to the GLOBE report the dimension of collectivism and individualism [House et al., 2004; Antonczyk and Salzmann, 2014], the collectivism index for Poland is 5.74, whereas for the United States it is 5.77 (on 1–7 scale), which makes possible comparative research findings....
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...According to the GLOBE report the dimension of collectivism and individualism [House et al., 2004; Antonczyk and Salzmann, 2014], the collectivism index for Poland is 5....
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TL;DR: In this article, the authors focus on measuring Hofstede's power distance index for different countries, part of which is considered to be of current interest, because it is a relatively new area for research.
Abstract: The article is considered to be of current interest, because it is a relatively new area for research. This paper focuses on measuring Hofstede’s power distance index for different countries, parti...
5 citations
Cites background from "Culture Leadership And Organization..."
...The study found that most Protestant societies tend to be individualistic (House et al. 2004); Confucianist societies are more collective, while Islamic societies tend to be hierarchical....
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01 Jan 2014
TL;DR: In this article, the role of cultural intelligence in cross-cultural leadership effectiveness was examined through a series of in-depth interviews with 6 Western expatriate managers and 13 local Turkish managers working in a five-star hotel operating in Istanbul region.
Abstract: The main purpose of this study is to examine the role of cultural intelligence in cross-cultural leadership effectiveness. Derived from information and insights gathered through a series of in-depth interviews with 6 Western expatriate managers and 13 local Turkish managers who represent top and middle-level executives working in a five star hotel operating in Istanbul region. In order to determine the impact of cultural intelligence, ethnographic analysis was used in this research. This study confirms that expatriate leaders' CQ positively impacts their cross-cultural leadership effectiveness. Implications for cultural intelligence theory, future research directions and management practice are discussed.
5 citations
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