Boundary Permeability as a Cultural Dimension: A Study of Cross Cultural Working Relations between Americans and Israelis in High-tech Organizations

Shamir, Boas; Melnik, Y.

doi:10.1177/14795802002002250

Cited by 13 publications

(20 citation statements)

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“…For Israeli negotiators, face appears to have been less of a concern; to the contrary, "saying it as it is" or being "in your face" -a culture of dugri . (Katriel 1986;Rafaeli and Ravid 2005, unpublished manuscript;Shamir and Melnick 2002) -may have legitimized the public display of negative emotion. This may help to explain why these negotiators were not particularly averse to closing a deal with a negotiator who displayed negative emotion.…”

Section: Discussionmentioning

confidence: 93%

“…Dugri speech is straightforward, bold, assertive, and sincere and rests on the belief that frankness is conducive to group longevity (Erez and Earley 1993). In a study comparing Israeli and American managers, Shamir and Melnick (2002) note that to an outsider, the tendency of Israelis to talk Dugri can be perceived as representing impoliteness, rudeness, or even aggressive behavior. In contrast, Israelis "sometimes perceived the American tendency to refrain from direct and candid speech as hypocritical or 'phony"' (p. 223).…”

Section: Studymentioning

confidence: 98%

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Cultural variation in response to strategic emotions in negotiations

Kopelman

Rosette

2007

Group Decis Negot

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This research examined how culture influences the effectiveness of the strategic displays of emotions in negotiations. We predicted that in cross-cultural negotiation settings, East Asian negotiators who highly regarded cultural values that are consistent with communicating respect as humility and deference would be more likely to accept an offer from an opposing party who displayed positive as opposed to negative emotion. With a sample of East Asian MBA students, the results of Study 1 confirmed this prediction. Study 2 results replicated this finding with a sample of Hong Kong executive managers and also found they were less likely to accept an offer from a negotiator displaying negative emotion than Israeli executive managers who did not hold humility and deference in such high regard. Implications for strategic display of emotions in cross-cultural settings are discussed.

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Section: Discussionmentioning

confidence: 93%

Section: Studymentioning

confidence: 98%

Cultural variation in response to strategic emotions in negotiations

Kopelman

Rosette

2007

Group Decis Negot

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“…Schwartz (2003) showed that Israelis scored higher than Indians in traits such as autonomy, creativity, freedom and equality, while Indians scored higher in collectivism as expressed in harmony and conservatism. They are expected to take responsibility, and they have a tendency toward improvisation in their work (Shamir and Melnik, 2002). Other studies have shown that the Israeli culture is characterized by Stress and Burnout in Hi-tech Industry 821 very low power distance (Hofstede, 2001) and high assertiveness (Hartog, 2004).…”

Section: The Contextmentioning

confidence: 99%

“…Israeli employees in high-tech organizations have been portrayed as disregarding departmental and hierarchical boundaries and as unconfined by the formal bureaucratic structure of the organization. They are expected to take responsibility, and they have a tendency toward improvisation in their work (Shamir and Melnik, 2002). These characteristics are the antithesis of the characteristics of the Indian employee, who is characterized by high-power distance (Carl, Gupta and Javidan, 2004;Hofstede, 2001;Sinha, 1990), low assertiveness (Hartog, 2004) and a tendency to go 'by the book' while performing their work (Zaidman and Brock, 2009).…”

Section: The Contextmentioning

confidence: 99%

Stress and Burnout in Bicultural Teams in Hi‐tech Industry

Pines

Zaidman

2014

British J of Management

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This study examined burnout, stress and work importance among 120 Israelis working in binational teams, using quantitative (questionnaire) and qualitative (semi-structured interview) methodologies. Based on the existential perspective, the study documented low levels of burnout despite high levels of stress, which were explained by the high perceived importance of the work. Hierarchical regression showed that importance moderated the effect of stress on burnout. Findings also revealed that the unexpected social stressors associated with cultural differences between team members were more stressful than the stressors associated with high-tech work.

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“…Gender equality is a strong value among both New Zealand males and females. That the Israeli producers chose such images can be interpreted as reflecting their tendency for "permissible boundaries" (Shamir & Melnik 2002) Thus, a piece of professional communication might include images that are subject to multiple interpretations across pluricultural audiences, as well as invoking conflicting value judgments.…”

mentioning

confidence: 99%

Business communication as cultural text: Exchange and feedback of promotional video clips

Zaidman

Holmes

2009

International Journal of Intercultural Relations

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Publisher's copyright statement: NOTICE: this is the author's version of a work that was accepted for publication in International journal of intercultural relations.Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. and audiences apply to professional texts, we developed a two-year interactive project. Business students in New Zealand and Israel produced promotional "texts"-video clips to promote a university program-which they exchanged with their counterparts overseas to receive feedback.We adapted models of home-made visual communication and advertising which used the categories of participants, settings, topics, and style, to analyze the eight clips. Emergent findings suggested two more categories-information and language-as important analytical tools.Variables of age, gender, intra-and intercultural differences, and (cultural) context also resulted in student audiences" multiple interpretations of the texts. The outcomes indicate the need to extend the culture-in-context approach for a "situation focused communication approach," where the primary focus is a group of producers and their audience as they produce and interpret a professional text. This approach also foregrounds contextual variables and a plural understanding of culture to accommodate the potential for miscommunication of business and professional texts in pluricultural contexts.

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Boundary Permeability as a Cultural Dimension: A Study of Cross Cultural Working Relations between Americans and Israelis in High-tech Organizations

Cited by 13 publications

References 0 publications

Cultural variation in response to strategic emotions in negotiations

Cultural variation in response to strategic emotions in negotiations

Stress and Burnout in Bicultural Teams in Hi‐tech Industry

Business communication as cultural text: Exchange and feedback of promotional video clips

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