Collaborating across cultures: Cultural metacognition and affect-based trust in creative collaboration

Chua, Roy Y. J.; Morris, Michael W.; Mor, Shira

doi:10.1016/j.obhdp.2012.03.009

Cited by 256 publications

(113 citation statements)

References 88 publications

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“…Our work also speaks to recent research on intercultural creative collaboration in dyads (Chua, Morris, and Mor, 2012). Although our theory about crossborder creativity focuses on the individual level of analysis, it inherently involves applying one's own cultural perspectives and knowledge in a different cultural context.…”

Section: Discussionmentioning

confidence: 88%

“…Prior research has established that individual differences, such as cultural metacognitive ability (Chua, Morris, and Mor, 2012), overseas experience (Maddux and Galinsky, 2009), and multicultural experiences Chiu, 2008, 2010), matter for creativity. Given the scale of our dataset (more than 11,000 participants), we were unable to measure these variables without having to discard a substantial portion of valuable data due to non-responses.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

“…With the globalization of business, creative tasks themselves have begun to transcend national boundaries (Chiu and Cheng, 2007;Chua, Morris, and Mor, 2012). Many business challenges today entail solving problems creatively not just within but also outside one's own country (Gibson and Gibbs, 2006).…”

mentioning

confidence: 99%

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The Impact of Culture on Creativity

Chua

Roth

Lemoine

2014

Administrative Science Quarterly

269

117

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This paper advances a new theoretical model to understand the effect of culture on creativity in a global context. We theorize that creativity engagement and success depend on the cultural tightness-the extent to which a country is characterized by strong social norms and low tolerance for deviant behaviorsof both an innovator's country and the audience's country, as well as the cultural distance between these two countries. Using field data from a global online crowdsourcing platform that organizes creative contests for consumerproduct brands, supplemented by interviews with marketing experts, we found that individuals from tight cultures are less likely than counterparts from loose cultures to engage in and succeed at foreign creative tasks; this effect is intensified as the cultural distance between the innovator's and the audience's country increases. Additionally, tight cultures are less receptive to foreign creative ideas. But we also found that in certain circumstances-when members of a tight culture do creative work in their own or culturally close countriescultural tightness can actually promote creativity success. This finding implies that some degree of convergent thinking as engendered by tight cultures could be beneficial for creativity, challenging the dominant view in creativity research that divergent thinking is a prerequisite for creative performance.

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Section: Discussionmentioning

confidence: 88%

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

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The Impact of Culture on Creativity

Chua

Roth

Lemoine

2014

Administrative Science Quarterly

269

117

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“…Relational capability supporting collaboration across cultures has been identified as a key to successful cross-border business ventures (Ang and Van Dyne, 2008;Earley and Ang, 2003;Shapiro et al, 2008). Metacognition has emerged as an approach to assessing cultural assumptions, preparing for intercultural activity and adjusting assumptions during and after a given interaction (Ang et al, 2011;Chua et al, 2012;Luo, 2012). Ultimately, however, for foreign executives keen on pursuing partnering opportunities in China, establishing the trust of their Chinese counterparts in their capabilities and competence remains a key challenge.…”

Section: Introductionmentioning

confidence: 99%

Exploration of relational factors: Sino-foreign joint venture partnering

Lau

Tovstiga

2015

Journal of Strategy and Management

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Purpose -Despite recent threats of economic contraction, China still offers attractive opportunities for foreign companies seeking to expand their business activities through joint venturing (JV) partnering entry strategies. Recent research has indicated a growing recognition of the importance of relational factors in JV partnering. The purpose of this paper is to build on recent research findings that identify critical relation success factors in JVs and explores these in the context of a Hong Kong-based civil aviation services company seeking to expand business activities in Greater China. Design/methodology/approach -While the extant management literature focuses primarily on factors relevant to the inter-partner relationship between partners in the formation stage of a joint venture, this research takes a dynamic stakeholder perspective in respect of the relevant relational factors over the evolution of a partnership. The research described in this paper is based on a case-based study that identifies and examines the relevance and importance of uniquely Chinese factors such as guanxi, renqing and mianzi in the specific context of a strategic partnering relationship. Findings -This phenomenological study provides empirical evidence of critical linkages of these to intrinsically Chinese notions of guanxi, mianzi and renqingit links these to key strategic partnering success factors identified to be trust, conflict resolution, commitment and cooperation. This study thereby reinforces the importance of the uniquely Chinese relational context in cross-border JVs. Moreover, the research findings suggest that these factors underpin the dynamic bi-directional stakeholder relationship in a Sino-foreign strategic partnership. Originality/value -This study conceptually links the uniquely Chinese relational factors (guanxi, mianzi and renqing) to key success factors supporting the establishment of a strategic partnership in a Sino-foreign context; moreover, it contributes empirical evidence substantiating the proposed conceptual linkage.

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“…Ciabuschi, Dellestrand, and Martin (2011) recalled the theme of attention noted in the antecedents section in their findings that subsidiary embeddedness and headquarters' involvement led to subsidiary innovation performance, which also spilled over to the MNC. In a series of studies at the individual level, Chua, Morris, and Mor (2012) found that cultural metacognition led to affect-based trust across cultural groups (U.S., Asian, and other-culture participants) and ultimately to creative collaboration.…”

Section: Performance-related Outcomesmentioning

confidence: 99%

Exchanging Social Information Across Cultural Boundaries

Ravlin

Ward

Thomas

2014

Journal of Management

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Social information exchange (SIE) in organizations has long been an area of interest for management scholars; however, in recent years, this literature has become fragmented and widely dispersed. As communication and transfer of information increasingly occur between individuals and aggregates of widely varying national and regional cultures, a reconsideration and review of the topic is appropriate, including identification of key issues in this research domain and an integration and synthesis of what we currently know about SIE across cultural boundaries.We examine the last 13 years of cross-cultural SIE research at the country, organization and subunit, team and dyad, and individual levels; provide a basic analytic framework; and provide propositions and direction to guide future research. Our review notes key findings based on three general topics in the literature: (1) antecedents to SIE, (2) process and relational outcomes of SIE, and (3) performance outcomes of SIE. We conclude that this area of research would benefit from increased focus on the nature of the relationship between the exchange partners, the broader social context in which exchanges are embedded, consideration of the capabilities of the actors and their task requirements, and timing of events. Issues regarding SIE quality and fidelity, motivations, cultural distance, and uncertainty are discussed. These research directions can potentially enhance diverse literatures, such as interpersonal interactions, team decision making, knowledge transfer, and corporate governance.

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Collaborating across cultures: Cultural metacognition and affect-based trust in creative collaboration

Cited by 256 publications

References 88 publications

The Impact of Culture on Creativity

The Impact of Culture on Creativity

Exploration of relational factors: Sino-foreign joint venture partnering

Exchanging Social Information Across Cultural Boundaries

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