THE IMPACT OF CULTURE ON FEEDBACK- SEEKING BEHAVIOR: AN INTEGRATED MODEL AND PROPOSITIONS

In recent research scholars have addressed the issue of an individual\u27s behavior in feedback-seeking activity and, except in scant studies, have virtually ignored the role of culture in this area. In this article we explore four cultural syndromes, based on past research, to form a cross-cultural model of feedback-seeking behavior. We advance propositions for the study of culture as a moderator to feedback-seeking behavior

Staying on track: The buffering effect of culture on leadership strength and derailment potential

This paper examines the notion that derailment potential and leadership strength are complex but related to facets of leadership development and effectiveness. Using data from 766 managers from two subsidiaries in Japan and US, the authors argue that managers can develop leadership strength to guard against some aspects of derailment. Further, the paper shows that aspects of culture have a buffer effect on relationships of leadership strength and derailment. The relationship between leadership strength and derailment was found to be stronger in US than in Japan. Implications of the findings are discussed for talent management practices and cross-cultural studies

Project GLOBE: Global Leadership and Organizational Behavior Education

Book chapter focusing on using information from Project GLOBE (global leadership and organizational behavior effectiveness) to teach leadership in a global context

Two roads to effectiveness: CEO feedback seeking, vision articulation, and firm performance

Peer Reviewedhttps://deepblue.lib.umich.edu/bitstream/2027.42/141707/1/job2211_am.pdfhttps://deepblue.lib.umich.edu/bitstream/2027.42/141707/2/job2211.pd

The upside of cultural differences: towards a more balanced treatment of culture in cross-cultural management research

Purpose –This introductory paper to the Special Issue encourages scholars to look at commonly considered phenomena in international business and cross-cultural research in new ways and to theorize and explore how cultural diversity, distance, and foreignness create value for global organizations. These considerations should result in a more balanced treatment of culture in cross-cultural management research. Design/methodology/approach – The idea that there are negative consequences associated with cultural differences is pervasive in hypotheses formulation and empirical testing in international business and cross-cultural management literature, as reflected in widely used constructs such as “cultural distance”, “cultural misfit”, “foreignness”, and related concepts. Consistent with a Positive Organizational Scholarship (POS) perspective on culture and cultural differences, the authors emphasize the positive role of distance and diversity across national, cultural, institutional, and organizational dimensions. In addition, they provide an overview of the contributions to the Special Issue. Findings – Examining the positive side of culture is not only beneficial theoretically in terms of filling the existing gaps in the literature, but is also crucial for the practice of international and global business. Accordingly, the contributions to the Special Issue highlight how explicitly considering positive phenomena can help better understand when and how cultural diversity, distance, and foreignness can enhance organizational effectiveness and performance at multiple levels. They include five research papers, a Distinguished Scholar Essay by Kim Cameron, the founder of the POS movement, and an interview piece with Richard Nisbett, a pioneer researcher in culture and cognition

Cultural and leadership predictors of corporate social responsibility values of top management: A GLOBE study of 15 countries.

This paper examines cultural and leadership variables associated with corporate social responsibility values that managers apply to their decision-making. In this longitudinal study, we analyze data from 561 firms located in 15 countries on five continents to illustrate how the cultural dimensions of institutional collectivism and power distance predict social responsibility values on the part of top management team members. CEO visionary leadership and integrity were also uniquely predictive of such values. Journal of International Business Studies (2006) 37, 823–837. doi:10.1057/palgrave.jibs.8400230

Cross-cultural construct complexity: an initial empirical analysis of Perú

Cross-cultural scholars continually request empirical research that broadens the complexity of culture. We examine the effects of culture following the broad conception of cultural constructs as cultural syndromes that are multifaceted. Based on past theoretical and empirical research, this study identifies three cultural syndromes, Individualism Collectivism, Tolerance for Ambiguity and Status Identity, with the objective of utilizing original and existing conceptually sound measures of these constructs. The dimensionality of these constructs was assessed through the development and analysis of responses from a sample 0f226 Peruvian managers and experienced employees. Results provide support for the multi-dimensionality of these dimensions.Los académicos transculturales solicitan continuamente investigaciones empíricas que amplíen la complejidad de la cultura. Examinamos los efectos de la cultura siguiendo la concepción amplia de los constructos culturales como síndromes culturales multifacéticos. Basado en investigaciones teóricas y empíricas pasadas, este estudio identifica tres síndromes culturales, individualismo, colectivismo, tolerancia a la ambigüedad e identidad de estatus, con el objetivo de utilizar medidas conceptualmente sólidas originales y existentes de estos constructos. La dimensionalidad de estos constructos se evaluó mediante el desarrollo y análisis de respuestas de una muestra de 226 gerentes y empleados con experiencia peruanos. Los resultados apoyan la multidimensionalidad de estas dimensiones

THE IMPACT OF CULTURE ON FEEDBACK- SEEKING BEHAVIOR: AN INTEGRATED MODEL AND PROPOSITIONS

In recent research scholars have addressed the issue of an individual\u27s behavior in feedback-seeking activity and, except in scant studies, have virtually ignored the role of culture in this area. In this article we explore four cultural syndromes, based on past research, to form a cross-cultural model of feedback-seeking behavior. We advance propositions for the study of culture as a moderator to feedback-seeking behavior

The impact of cross -cultural differences on feedback seeking behavior: Tendency to engage, strategy type, and preferred source choice

Cross-cultural scholars continually request empirical research that broadens the complexity of culture. In response to the call for more meso-level research, the aim of this research project was to develop societal and organizational measures of culture to compare with attributes of feedback-seeking behavior suitable to use across cultures. Integrating long standing theoretical as well as recent concepts of culture, this study identifies two cultural syndromes, Tolerance for Ambiguity and Status Identity, with the objective of developing conceptually and methodologically sound measures of these constructs. A major methodological contribution centers on the cross-cultural scales created for this study. Exploratory and confirmatory analysis offered a condensed, focused and organizationally relevant set of survey questions. From this analysis, multi-dimensionality of these two cultural syndromes emerged. By examining culture along these multi-dimensional syndromes, it was my intention to measure the differences in the tendency to engage, strategy type and preferred source choice in feedback-seeking behavior between the two countries of the United States and Peru. These multi-dimensional sub-scales were found to differ within the countries of research interest, thus it was necessary to assess feedback-seeking behavior across both country and culture sub-dimensions. Put simply, countries did not measure consistently high or low on either cultural syndrome, suggesting complexity in the influence of each sub-dimension with feedback-seeking behavior. Regarding tendency to engage, this study showed the US respondents had a higher tendency than Peru respondents to engage in seeking feedback. The general country comparisons conducted for strategy preference and source choice provided insightful into the proclivity of a country for feedback seeking. However, as the underlying culturally specific sub-dimensions were further delineated, a more refined explanation surfaced. The results suggest these cultural sub-dimensions contributed differentially to influence feedback-seeking behavior in the organization; therefore great care must be taken in making overarching generalization about culture