Social comparisons across cultures I: Gender stereotypes in high and low power distance cultures

2009 ◽  
pp. 303-317 ◽  
Author(s):  
Michel Désert ◽  
Jacques-Philippe Leyens
Keyword(s):  
Low Power ◽  
Gender Stereotypes ◽  
Power Distance ◽  
Social Comparisons

Differential moderating effects of collectivistic and power distance orientations on the effectiveness of work motivators

2019 ◽  
Vol 58 (4) ◽  
pp. 644-665
Author(s):  
Jen-Shou Yang
Keyword(s):  
Low Power ◽  
Cultural Values ◽  
High Power ◽  
Information Integration ◽  
Power Distance ◽  
Integration Theory ◽  
Moderating Effects ◽  
Content Type ◽  
High Power Distance ◽  
Willingness To Cooperate

Purpose The purpose of this paper is to investigate the moderating effects of power distance and collectivistic orientations on the effectiveness of intrinsic, extrinsic and reciprocal motivators in promoting employees’ willingness to cooperate for organizational interest. An integrated theoretical framework which incorporated cultural influence on need priority and on legitimacy of social exchange was established to develop the hypotheses. Design/methodology/approach This study used the methodology of information-integration theory to test the research hypotheses. Findings This study found that power distance orientation enhanced the effectiveness of extrinsic motivator but mitigated that of intrinsic motivator, and was irrelevant to that of reciprocal motivator. In contrast, collectivistic orientation mitigated the effectiveness of extrinsic motivator but enhanced that of reciprocal motivator, and was irrelevant to that of intrinsic motivator. Practical implications Managers may use reciprocal motivators for employees with high collectivism in order to increase their willingness to cooperate for the interest of the organization. Meanwhile, extrinsic motivators may be utilized for employees with high power distance but may not be as effective for those with low power distance. However, managers should not expect intrinsic motivators to be as attractive to those with high power distance as to those with low power distance. Originality/value By integrating multiple cultural orientations and multiple work motivators in one study, this research clarified the differential moderating effects of power distance and collectivistic orientations on the effectiveness of intrinsic, extrinsic and reciprocal motivators in promoting employees’ willingness to cooperate. Potential confounding problems in prior studies derived from the correlation between cultural values and coexistence of multiple motivators were discussed.

scholarly journals Job Satisfaction and Satisfaction with Work-Life Balance across Cultures

2018 ◽  
Vol 10 (2) ◽  
pp. 159-179 ◽  
Author(s):  
Tamene Keneni Walga
Keyword(s):  
Job Satisfaction ◽  
Low Power ◽  
High Power ◽  
Organizational Context ◽  
Power Distance ◽  
Value Added ◽  
Work Life ◽  
Work Life Balance ◽  
Life Balance ◽  
High Power Distance

Abstract Objective: To determine the extent of and the relationship between Job Satisfaction (JS) and Work-Life Balance (WLB) across cultures. Methodology: European Social Survey (ESS) data 2012 were used to answer the research questions put forth. To organize and make meaning of the data, both descriptive and inferential statistics have been used. Mean scores and standard deviations of job satisfaction and satisfaction with work-life balance (WLB) were computed for all the 29 countries. Correlation analysis was used to discern and test for the correlations among the variables of interest. Independent samples t-test was used to compare countries with high power distance and those with low power distance on job satisfaction and satisfaction with work-life balance (WLB). Findings: Mean scores of job satisfaction and satisfaction with WLB and correlation coefficients between the two varied across the countries under study as expected. Mean scores of job satisfaction ranged from 6.53 in Ukraine to 8.20 in Denmark. Similarly, mean scores of satisfaction with WLB varied from 6.08 in Russia to 7.65 in Denmark. Pearson’s coefficients of correlation between job satisfaction and satisfaction with WLB varied from .301 in Finland to .667 in Ukraine. Of the six dimensions of culture, only power distance had moderate inverse relationships with both job satisfaction and satisfaction with WLB. Furthermore, as a group, countries with low power distance (PD) had significantly higher job satisfaction than countries with high power distance. Value Added: The study highlighted the relevance and importance of job satisfaction and satisfaction with WLB in organizations. It also showed the universality and culture-specificity of job satisfaction and satisfaction with WLB. Recommendations: Managers need to pay attention to enhancing employees’ job satisfaction and satisfaction with WLB to ensure organizational effectiveness regardless of organizational context. Managers also need to employ culturally appropriate managerial strategies in promoting job satisfaction and satisfaction with LWB.

Frontline employee age and customer mistreatment: a meta-analysis

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mehmet Okan ◽  
Ayse Banu Elmadag ◽  
Elif İdemen
Keyword(s):  
Low Power ◽  
Meta Analysis ◽  
Power Distance ◽  
Range Restriction ◽  
Content Type ◽  
Frontline Employee ◽  
Older Employees ◽  
The Impact ◽  
The Relationship ◽  
Employee Age

Purpose The purpose of this paper is to provide a comprehensive meta-analytic examination of the relationship between employee age and customer mistreatment. Drawing on socioemotional selectivity theory and taking the cross-cultural and cross-sectoral differences into account and making the country-level and occupation-level comparisons possible for uncovering when age matters, the role of employee age on decreasing customer mistreatment is examined. Design/methodology/approach The data comprises of 103 independent samples collected from 48,067 frontline employees. Random effects individual correction meta-analysis procedure is used to aggregate correlation coefficients and correct them for sampling, measurement and range restriction errors. Meta-regression is used for examining the impact of key moderators. Findings Results consistently show that frontline employee exposure to customer mistreatment is decreased with age. Regarding national differences, negative associations are stronger in low power distance countries. Age has more potential to provide high-quality relations with customers in healthcare, banking, compared to call centers and hospitality sectors. Practical implications Healthy customer relations with fewer customer mistreatments come with employee age. However, results warn service managers about cultural and industry-related boundary conditions such as power distance and service orientation expectations. Originality/value This study is the first meta-analysis on the relationship between two contemporary challenges in organizational frontlines: the aging workforce and customer mistreatment. By conducting comprehensive data collection and analyses, this study concludes that older employees, especially in low power distance cultures, bring wisdom to service environments.

How large entrepreneurial-oriented companies breed innovation: the roles of interdepartmental collaboration and organizational culture

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xifang Ma ◽  
Zhengyun Rui ◽  
Genyuan Zhong
Keyword(s):  
Organizational Culture ◽  
Low Power ◽  
Cultural Context ◽  
Large Scale ◽  
Management Practices ◽  
Structural Model ◽  
Power Distance ◽  
Chinese Economy ◽  
Organizational Level ◽  
Content Type

Purpose This study aims to provide a better understanding into how large-scale companies overcome their rigidity and bureaucracy, and transform entrepreneurial orientation (EO) into organizational responsiveness (e.g. interdepartmental collaboration [IDC]). It also clarifies the double-edged role of organizational culture in shaping IDC, specifically within the Chinese economy that is deeply influenced by Confucianism. Design/methodology/approach Datas were randomly collected from companies that reside in the Yangtze River Delta region. With a sample of 115 large-scale EO Chinese firms, consisting of 402 department managers and 115 executives. The study aggregates the scores to create an overall measurement for EO, collectivism, power distance and IDC in the analysis. Further, confirmatory factor analyses were used to measure the structural model fitness, and multiple regression analysis was used to assess the hypotheses. Findings The results show that in competitive environments, IDC, as a strategic response to EO and a risk aversion of inertia and bureaucracy, fully mediates the positive relationship between EO and organizational creativity. Furthermore, the positive association is more pronounced under high cultural collectivism or low power distance in large-scale firms. Research limitations/implications This paper contributes to the understanding of EO approach at the organizational level. The results posit that when large companies adopt EO, they are proactive rather than passive and would exhibit IDC as an important strategic responsiveness. Moreover, different organizational cultural orientations (i.e. high collectivism and low power distance) help to build IDC before cultivating innovation. Practical implications The results in this study suggest that large companies should focus on developing IDC to overcome knowledge fragmentation, bureaucracy and inertia. Also, large firms should develop Human Resource Management practices, such as creating job rotation and workflow, as well as cultural trust and common beliefs. In contrast, they should be on guard against status differences and workplace hierarchy’s cultural context. Originality/value To the best of the authors’ knowledge, this is the first study that considers the roles of IDC and organizational culture and examines how large-scale entrepreneurial-oriented companies breed innovation.

The David and Goliath Principle

2012 ◽  
Vol 38 (8) ◽  
pp. 1053-1065 ◽  
Author(s):  
Carla H. Jeffries ◽  
Matthew J. Hornsey ◽  
Robbie M. Sutton ◽  
Karen M. Douglas ◽  
Paul G. Bain
Keyword(s):  
Low Power ◽  
Cultural Differences ◽  
High Power ◽  
Social Dominance ◽  
Power Distance ◽  
Social Dominance Orientation ◽  
Australian Sample ◽  
David And Goliath

Two studies documented the “David and Goliath” rule—the tendency for people to perceive criticism of “David” groups (groups with low power and status) as less normatively permissible than criticism of “Goliath” groups (groups with high power and status). The authors confirmed the existence of the David and Goliath rule across Western and Chinese cultures (Study 1). However, the rule was endorsed more strongly in Western than in Chinese cultures, an effect mediated by cultural differences in power distance. Study 2 identified the psychological underpinnings of this rule in an Australian sample. Lower social dominance orientation (SDO) was associated with greater endorsement of the rule, an effect mediated through the differential attribution of stereotypes. Specifically, those low in SDO were more likely to attribute traits of warmth and incompetence to David versus Goliath groups, a pattern of stereotypes that was related to the protection of David groups from criticism.

scholarly journals Turning cross-cultural management conflict into collaboration: Indian and Romanian experiences in Global Project Teams

2020 ◽  
Vol 14 (1) ◽  
pp. 1024-1034
Author(s):  
Corina Agarici ◽  
Cezar Scarlat ◽  
Danuţ Iorga
Keyword(s):  
Low Power ◽  
Conflict Management ◽  
Virtual Teams ◽  
Power Distance ◽  
Cross Cultural ◽  
Project Teams ◽  
Cultural Conflict ◽  
Starting Point ◽  
The Impact ◽  
Global Project

AbstractGlobal project virtual teams are increasingly common as organizations strive to maintain a global presence, find top and diverse talent, and cope with economic constraints. They include members from multiple nations and cultures who must work together while being separated by time and space. An internal research, which has been conducted in an international company active in the industrial sector of financial services, provides few insights into how integrating the Western values of individualism and low power distance with the Eastern values of collectivism and high power distance may influence cross-cultural conflict management. The purpose of this paper is to directly examine the impact of organization-level collectivism and individualism as well as high and low power distance – in case of global project teams that include Romanian and Indian experts – in order to determine the interactive effects of these factors on cross-cultural conflict management. The authors sustain the idea that understanding intercultural dynamics can facilitate collaboration and reduce conflicts in intercultural encounters at the individual, organization, and probably societal levels. Methodological approach is to use both secondary literature survey and primary research methods as interviews and short case-examples from authors’ direct consulting experience while working with global project teams. This pilot study – as part of a larger research project – contributes to fill one gap in the understanding of culturally heterogeneous project teams and is the starting-point for additional investigation in this area.

scholarly journals POWER DISTANCE AS A MODERATOR OF THE RELATIONSHIP BETWEEN ORGANISATIONAL JUSTICE AND JOB SATISFACTION

2021 ◽  
Vol 28 ◽  
Author(s):  
Azman Ismail ◽  
Noor Azmi Mohd Zainol ◽  
Hilmi Azani Husain ◽  
Nurshahira Ibrahim ◽  
Yusof Ismail
Keyword(s):  
Job Satisfaction ◽  
Distributive Justice ◽  
Low Power ◽  
Procedural Justice ◽  
High Power ◽  
Power Distance ◽  
Survey Method ◽  
Organisational Justice ◽  
High Power Distance ◽  
The Relationship

Lacking awareness of appropriate type of power to apply might cause top management to implement equitable practices that fail to produce job satisfaction among subordinates. This study attempts to assess the relationship between organisational justice, power distance and job satisfaction among employees of Selangor Office of State secretary, Malaysia. It employed a survey method to gather data from the employees. The SmartPLS is used to evaluate the psychometric properties of the survey data and test the research hypotheses. The results of SmartPLS path model analysis revealed two important findings: First, the interaction between distributive justice and low power distance was significantly correlated with job satisfaction. Second, the interaction between procedural justice and high-power distance was significantly correlated with job satisfaction. This outcome confirms that the relationship between distributive justice and job satisfaction is moderated by low power distance, while the relationship between procedural justice and job satisfaction is moderated by high power distance. Further, significant recommendations from this study can help practitioners to understand diverse perspectives of power distance and draw up cross-cultural management plans to enable their human resource to contribute towards the attainment of the organisation’s vision and missions.  

Understanding the salience of cultural dimensions on relationship marketing, it’s underpinnings and aftermaths

2004 ◽  
Vol 11 (3) ◽  
pp. 70-89 ◽  
Author(s):  
Nelson Oly Ndubisi
Keyword(s):  
Low Power ◽  
Relationship Marketing ◽  
Customer Value ◽  
Power Distance ◽  
Cultural Dimensions ◽  
Current Work ◽  
Mediation Effects ◽  
Managerial Implications ◽  
High Uncertainty

The current work demonstrates how relationship marketing (RM) application in cultures of low power distance, collectivism, femininity, high uncertainty avoidance, and long‐term orientation, can bring about customer’s repeat purchase, customer retention and sustained loyalty via superior customer value delivery. The paper also shows the moderation and mediation effects of trust, equity, empathy, and commitment, which are the underpinnings of a relationship as well as important values in the above cultures. Theoretical and managerial implications are discussed.

Viking leadership: How Norwegian transformational leadership style effects creativity and change through organizational citizenship behavior (OCB)

2018 ◽  
Vol 18 (3) ◽  
pp. 309-325 ◽  
Author(s):  
Eric Arne Lofquist ◽  
Stig Berge Matthiesen
Keyword(s):  
Transformational Leadership ◽  
Low Power ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Power Distance ◽  
Cultural Dimensions ◽  
Citizenship Behavior ◽  
Leadership Traits ◽  
Innovation And Change

This article examines the distinct “Viking” leadership style of top leaders in the Norwegian industry that has evolved from a harsh and violent history. Earlier studies have reported that Norwegian leaders at the middle manager level rate high in transformational leadership traits due to a strong feminine culture and a low power distance society, yet Norwegians are also highly individualistic which differs significantly from other national cultures with feminine traits and collective societies. This unique cultural combination is becoming a cross-cultural issue as the Norwegian society is becoming more heterogeneous, particularly in work settings. Understanding how this leadership style differs from other cultures, even in Scandinavia, is important to help leaders better understand the effects of their leadership style on performance. In this study, we explored four of the original Hofstede national cultural dimensions, specifically, power distance, femininity–masculinity, individualism–collectivism, and uncertainty avoidance and examined how these are reflected at the top leadership level within the Norwegian industry using a national leadership study of Norwegian top leaders ( N = 917). We also examined how these self-reported leadership styles affected perceived organizational results in the form of innovation and change through organizational citizenship behavior (OCB). Our findings suggest that Norwegian top leaders do exhibit transformational leadership traits, and that these traits have a positive influence on OCB, which further had a positive relationship to organizational performance in the form of innovation and change results. We also found that power distance and a collectivistic orientation predicted OCB, while only power distance predicted innovation and change among the Hofstede cultural dimensions. Of the four Hofstede dimensions, only one moderating effect was found for predicting OCB, the link between transformational leadership and power distance, suggesting that leaders with low power distance and high transformational leadership orientation are most connected with OCB.

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