Cross‐cultural leadership dynamics in collectivism and high power distance settings

Schermerhorn, John R.; Bond, Michael Harris

doi:10.1108/01437739710182287

Cited by 58 publications

(38 citation statements)

References 18 publications

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“…Malaysians are generally friendly and will go out of their way to help a person in need, especially when they see the expatriate spouse and family members take the time to learn the local language and are sensitive to the differences in culture (Malaysian Industrial Development Authority Report, 2009). This is reflective of the collectivist culture and on the religious teachings of Islam where a person is responsible for his/her immediate neighbors' safety and happiness (Schermerhorn & Bond, 1997). According to the Global Leadership and Organizational Behavior Effectiveness (GLOBE) study, Malaysians score high on the humane orientation dimension, whereby the collective group encourages and rewards individuals for being altruistic, generous, caring and kind to others (Javidan & House, 2002;Lim, 2001).…”

Section: Discussionmentioning

confidence: 99%

“…Thus it was easier for spouses to gain access to the wealth of information that the HCNs possess and in turn use this information to help the expatriates making them more accessible to the local counterparts. This is especially helpful in making the expatriates more sensitive to cross-cultural nuances and ensuring leader-follower interactions are better understood (Schermerhorn & Bond, 1997).…”

Section: Discussionmentioning

confidence: 99%

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Enhancing Social Integration and Work Performance: The Role of Expatriates’ Significant Other

Malek¹,

Jaguli²,

Palil³

2013

ASS

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International assignments remain a crucial aspect of multinational corporations' global strategy, even with their high costs. While multinational corporations (MNCs) must consider the advantages and disadvantages of hiring local employees for specific roles, expatriates' roles are still significant. Culturally adjusting to the local environment has always been a problem for most expatriates and their accompanying family members. Failing to adjust culturally will lead to mediocre performance and under-utilising the wealth of host country-related information that only locals possess. Therefore, this research highlights the influential role that accompanying expatriate spouses could play in ensuring the smooth communication and cooperation between expatriates and their local subordinates and the local community. Path analyses of 134 expatriate and spouse related matched datasets show that spouses are more positively accepted by the host country nationals (HCNs) as opposed to expatriates. New relationships emerged from the path analyses which indicated the influential roles that spouses play in establishing better rapport with the locals. As such it is suggested that spouses are the 'missing link' that could foster better social integration and cross cultural communication and adjustment between expatriates and the host country nationals. Theoretical and managerial implications are subsequently discussed and future research suggestions are then put forth.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Enhancing Social Integration and Work Performance: The Role of Expatriates’ Significant Other

Malek¹,

Jaguli²,

Palil³

2013

ASS

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“…Schermerhorn and Bond (1997) also suggest surprise as a potential result of the difference between expected and manifest cultures. Fiedler and Blanco (2006) further note that a scenario involving different perceptions of sexual harassment could conceivably lead to fines, and damage to an organization's reputation.…”

Section: Effects Of International Cross-cultural Mixed Messagesmentioning

confidence: 94%

“…Another level of international cross-cultural mixed messages regarding the behavior of others can be found in Schermerhorn and Bond's (1997) concepts of expected culture versus manifest culture, which they presented in the context of expatriates. The expected culture is how one believes individuals of another culture will behave, "based on prior cultural training, personal anticipations, and even suggestions from conversations with others" (p. 187).…”

Section: Expectations For Othersmentioning

confidence: 98%

A review of international cross-cultural mixed messages and their implications for human resource development

Altman¹

2013

New Horizons in Adult Education and Human Resource Development

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International issues are increasingly important to business (Peterson, 1997) and have increasingly attracted the attention of human resource development (HRD) scholars (Metcalfe & Rees, 2005). Peterson (1997) highlights the connection between learning and the international domain, noting that when employees are in international environments, there is a need for learning of both "new work-related behaviors" and "new sociocultural behaviors" (p. 66). Furthermore, drawing from Laszlo's work on systems theory, Peterson suggests that cultural adaptation is an influence on the organizational system. AbstractThis paper presents a literature review on the concept of international cross-cultural mixed messages. Although there is limited literature on this topic, the review suggests that messages from one's home culture and a second culture can result in conflicting expectations for one's own behavior and for the behavior of others. Double bind theory is utilized as a theoretical framework. Application of double bind theory to the issue of international cross -cultural mixed messages suggests potential strategies for addressing such situations. Areas for further research on international cross-cultural mixed messages are presented, including qualitative examination of the experience of such mixed messages and quantitative research into the prevalence and significance of these situations. Implications for human resource development practice are suggested in the areas of informal conversations and formal training with future expatriates, host country employees who will work with expatriates, and employees who work in culturally diverse organizations and business environments.

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“…Among these dimensions, Hofestede's dimensions were used as a paradigm in 274 cases within different disciplines (Søndergaard, 1994). Till these days, Hofestede's cultural dimensions are still used by many researchers including Humphreys (1996), Harvey (1997), Schermerhorn and Bond (1997), Furrer et al (2000), Robins and Stylianou (2001), Chang (2003), Kanousi (2005), M. Tawakoli and A. Tawakoli (2010), Park (2011), Baker, Meyer, andChebat (2013) and Mazanec, Crotts, Gursoy, and Lu (2015). Such intensive and continuous use of Hofestede's dimensions shows the reliability, validity and importance of Hofestede work in understanding culture and its impact on human practices.…”

Section: The Impact Of Culture On Tourists' Perceptionmentioning

confidence: 99%

The Effect of Tourists’ National Culture on Perceived Performance of Restaurants in Petra, Jordan

Habiballah¹,

Alhelalat²,

Twaissi³

2016

IBR

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The primary aim of this research is to study the influence of customers' national culture on Perceived Performance of Restaurant Services (PPRS) in Petra city. Restaurant service quality links to server behavior in relation to customers' cultural background were researched thoroughly considering the attributes of servers' accommodation, sanitation, product knowledge, entertainment, professionalism, and cordiality. The present research was carried out using a self-administrated questionnaire which was surveyed on 155 tourists from different nationalities. Results of data analyses applied in the current study support the impact of national culture on tourists' PPRS. The culture influence was significantly direct on some of the service quality factors (entertainment, sanitation and product knowledge) and indirect on other factors (professionalism, accommodation and cordiality). A detailed explanation was provided in the present study to contribute in wider understanding of how national culture and its dimensions may shape the perceptions of food service quality.

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Cross‐cultural leadership dynamics in collectivism and high power distance settings

Cited by 58 publications

References 18 publications

Enhancing Social Integration and Work Performance: The Role of Expatriates’ Significant Other

Enhancing Social Integration and Work Performance: The Role of Expatriates’ Significant Other

A review of international cross-cultural mixed messages and their implications for human resource development

The Effect of Tourists’ National Culture on Perceived Performance of Restaurants in Petra, Jordan

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