This volume is based on the premise that in an era of rapid globalization, while there is a great deal of convergence on many aspects of group processes and interactions across national cultures, it is the understanding and appreciation of the divergence among people of different national cultural backgrounds that make all the difference. Contributors to this volume address two broad important questions: (1) Do our theories of groups and teams functioning apply universally? (2) How do our theories apply, if at all, in multicultural settings? In addition, this volume highlights new exciting topics in the cross-cultural area: power, time, creativity, emotions, networks, and multi-cultural diversity. Together, the chapters attest to the fact that study of national culture is flourishing and important. It not only informs but also modifies and enriches theories and research of group processes and social behavior. The collective effort in this book should stimulate further inquiry regarding the role of national culture in the increasingly globalized human experience.
Author(s): YA-RU CHEN
Series: Research on Managing Groups and Teams v. 9
Publisher: Emerald Group Publishing Limited
Year: 2006
Language: English
Pages: 365
16.pdf......Page 0
List of Contributors......Page 2
National Culture and Groups: An Introduction......Page 5
References......Page 8
Toward an Understanding of Psychological Distance Reduction between Generations: A Cross-cultural Perspective......Page 9
Psychological Distance in Intergenerational Decisions......Page 11
Mechanisms Reducing Psychological Distance within Various Cultures......Page 13
Macro Socio-Economic Mechanisms......Page 14
Market/Firm Establishment......Page 16
Micro Individual Mechanisms......Page 17
Implications......Page 20
Conclusion......Page 22
Acknowledgments......Page 23
References......Page 24
Culture and Control: How Independent and Interdependent Selves Experience Agency and Constraint......Page 27
The Model......Page 29
Independent Selves and Agency......Page 30
Interdependent Selves and Constraint......Page 31
Agency Perceptions......Page 32
Decision Making......Page 33
Ingroup Relationships......Page 34
Relational Critiques of Individual Agency......Page 35
Configuring the Relationship between Individual and Group Agency......Page 36
Modes of Action: Interdependent Strategies to Achieve Agency......Page 39
Group as a Substitute for Personal Agency......Page 40
Group as Facilitating Individual Agency......Page 41
Indirect Strategies in Interpersonal Relationships......Page 42
Effort......Page 43
Competition vs. Cooperation......Page 44
Modes of Action: Independent Selves and the Experience of Constraint......Page 45
Social Expectations about ‘‘Independent’’ Identity......Page 46
Constraints from Principles and Procedure......Page 47
Theoretical Implications......Page 48
Priming......Page 49
Managerial Implications......Page 50
Conclusion......Page 51
References......Page 52
Power, Culture, and Action: Considerations in the Expression and Enactment of Power in East Asian and Western Societies......Page 58
The Importance of Culture......Page 60
East Asian Cultures......Page 61
Definition and Consequences of Power......Page 63
Conceptualizations of Power: Influence......Page 64
Consequences of Power: Assertive Action......Page 65
Conceptualizations of Power: Responsibility......Page 66
Consequences of Power: Restraint......Page 67
A Model of Culture and Power......Page 68
Response Latencies to Entitlement and Responsibility Words......Page 70
Response Latencies to Action and Restraint Words......Page 71
A Commons Dilemma: Comparing Asians and Asian-Americans and European-Americans......Page 72
Moderating factors......Page 73
Conclusion......Page 74
References......Page 75
A Model of Paternalistic Organizational Control and Group Creativity......Page 79
Group Creativity Defined......Page 81
Research on Group Creativity......Page 83
Research on Individual Employee Creativity: The Central Role of Intrinsic Motivation......Page 84
Paternalistic Leadership: Using the Chinese Context as an Illustration......Page 85
Paternalism: An East and West Comparison......Page 86
Self-systems theory: Its implication for choice and effects of paternalistic organizational control......Page 87
Effects of Paternalistic Organizational Control on Group Creativity......Page 89
Mediating Role of Group Intrinsic Motivation......Page 91
Moderating Role of National Culture......Page 92
Discussion......Page 93
Comparison with Relevant Theories......Page 94
Implications for Future Research......Page 95
References......Page 97
Dynamics of Trust in Guanxi Networks......Page 99
Distinguishing Cognitive and Affective Bases of Trust......Page 101
Cognition- and Affect-Based Trust in Social Networks......Page 102
Cultural Differences in Trust Dynamics......Page 103
Friendship and Social Support......Page 106
Economic Resource......Page 107
The Effects of Network Density on Trust......Page 109
Discussion: Implications for Guanxi research......Page 111
Practical Implications......Page 113
Future Research Directions......Page 114
References......Page 115
Temporality in Negotiations: A Cultural Perspective......Page 118
Culture and Negotiation......Page 121
National Stability and Temporality in Negotiations......Page 123
Institutional Systems and Temporality in Negotiations......Page 124
Relationships and Temporality in Negotiations......Page 126
National Homogeneity and Temporality in Negotiations......Page 128
Cultural Temporality and Temporality in Negotiations......Page 129
Polychronicity and Temporality in Negotiations......Page 130
Future Orientation and Temporality in Negotiations......Page 131
Uncertainty Avoidance and Temporality in Negotiations......Page 133
Negotiation Paradigms, Processes, and Outcomes......Page 134
Negotiating as a Common vs. Uncommon Activity and Temporality in Negotiations......Page 135
Negotiating as a Process vs. an Outcome and Temporality in Negotiations......Page 136
Negotiating as a Rational vs. an Emotional Process and Temporality in Negotiations......Page 137
National Stability, Cultural Temporality, and Negotiation Paradigm......Page 139
Discussion......Page 141
Implications......Page 143
References......Page 145
Introduction......Page 149
Social Influence in Groups......Page 152
Affect......Page 154
The Perception Mechanism......Page 156
Affiliation, Individualism/Collectivism, and the Perception Mechanism......Page 159
Respect for Authority, Power Distance, and the Perception Mechanism......Page 161
The Contagion Mechanism......Page 163
Discussion......Page 166
References......Page 169
Question Comprehension and Response: Implications of Individualism and Collectivism......Page 175
The Conversational Logic of the Research Context......Page 177
Maxims of Conversation......Page 178
Preceding Questions Can Influence Subsequent Answers......Page 179
Response Alternatives and Formats Matter......Page 180
Autobiographical Memory......Page 182
Answering Questions......Page 183
Integrating Culture and Conversational Logic......Page 184
Overview of Impact of Collectivism and Individualism......Page 185
Distal Culture......Page 186
Proximal Culture......Page 187
Culture and Context of the Question......Page 188
Culture, Response Alternatives, and Formats......Page 189
Culture and Autobiographical Memory......Page 190
Culture, Subjective Theories of Stability and Change and about Personality......Page 191
Culture and Social Desirability......Page 192
Culture and Use of Middle or Extreme Responses......Page 194
Culture and Acquiescence......Page 196
Summary......Page 197
References......Page 198
Managing the Intercultural Interface: Third Cultures, Antecedents, and Consequences......Page 204
Review of Third Culture Literature......Page 206
Third Culture Schema Content......Page 209
Third Culture Formation......Page 210
Third Culture Strength......Page 211
Collectivism......Page 214
High-/Low-Context Communication......Page 215
Field Dependence/Independence......Page 216
Relationship Conflict......Page 217
Third Culture Content......Page 218
Experience......Page 219
Cultural Intelligence......Page 220
Team Process and Third Culture Content......Page 221
Consequences of Third Culture......Page 222
Third Culture Strength and Team Performance......Page 223
Summary and Conclusions......Page 225
References......Page 227
Managing Challenges in Multicultural Teams......Page 232
Approaches to Understanding Multicultural Team Challenges......Page 233
Overview of Studies......Page 234
Differences of Opinion about Work......Page 236
Problems with Contribution and Workload Distribution......Page 237
Direct versus Indirect Confrontation......Page 238
Norms for Problem Solving and Decision Making......Page 239
Differences in Work Norms and Behaviors......Page 240
Violations of Respect and Hierarchy......Page 241
Inter-Group Prejudices......Page 242
Fluency (Accents and Vocabulary)......Page 243
Summary......Page 244
Strategies for Managing Multicultural Team Challenges......Page 246
Adaptation Condition #3......Page 248
Intervention Condition #1......Page 249
Intervention Condition #4......Page 250
Adaptation......Page 251
Management Intervention......Page 254
Conclusions......Page 256
References......Page 258
An Emotion Process Model for Multicultural Teams......Page 262
Emotional Appraisal......Page 265
Cultural Differences in Emotion Appraisal......Page 267
Regulating the Emotional Appraisal Process......Page 268
Emotional Appraisal in Groups and Teams......Page 270
Cultural Differences in Emotional Experience......Page 271
Regulating Emotional Experience......Page 273
Emotional Experience in Groups and Teams......Page 274
Emotional Expression......Page 275
Cultural Differences in Emotional Expression......Page 276
Regulating Emotional Expression......Page 277
Emotional Expression in Groups and Teams......Page 278
Emotion Recognition......Page 279
Cultural Differences in Emotion Recognition......Page 280
Regulating Emotion Recognition......Page 282
Emotion Recognition in Groups and Teams......Page 283
Understandings and Misunderstandings......Page 284
Cultural Diversity as Emotional Containment and Amplification......Page 286
Conclusion......Page 288
References......Page 289
Cultural Intelligence and the Multinational Team Experience: Does the Experience of Working in a Multinational Team Improve Cultural Intelligence?......Page 297
Metacognitive and Cognitive Facet......Page 299
Motivational Facet......Page 302
Behavioral Facet......Page 303
Cultural Intelligence and Related Constructs......Page 305
Cultural Intelligence and the Multinational Team Experience......Page 307
Team Processes that Enhance a Multinational Team Experience......Page 310
The Role of Member CQ in Creating Team Processes......Page 312
The Role of Member CQ in Improving Team Performance......Page 313
A Supporting Empirical Illustration......Page 314
Conclusions and Future Directions......Page 317
References......Page 318
Global Work Culture and Global Identity, as a Platform for a Shared Understanding in Multicultural Teams......Page 322
Introduction......Page 323
Multicultural Teams......Page 324
Shared Meaning Systems in MCTs......Page 325
Is There a Meaning System Shared by Individuals Working in MNOs?......Page 327
A Global Work Culture......Page 328
Values of the Global Work Culture......Page 329
Global Identity......Page 332
Local Cultures and Adaptation to MCTs......Page 335
Acculturation to the Global Work Environment......Page 336
Can Shared Global Work Values, and a Shared Global Identity Enhance MCT Performance?......Page 339
Discussion......Page 341
References......Page 343
Bringing Culture to the Table…......Page 350
Beyond East-West......Page 352
Beyond Individualism-Collectivism......Page 353
Beyond National Culture......Page 357
Culture and Social Identity......Page 359
References......Page 361
