Cultural Values Among African-Descended Persons in the United Kingdom: Comparisons With European-Descended and Asian-Descended Persons

Gaines, Stanley O.; Larbie, Judy; Patel, Sheena; Pereira, Larissa Anarely da Silva; Sereke-Melake, Zayed

doi:10.1177/0095798405274720

Cited by 15 publications

(12 citation statements)

References 23 publications

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“…Familialism reflects an orientation toward family relationships or a concern for the welfare of one's family (Gaines et al, 1997). Research has established familialism as a cultural value distinct from individualism and from romanticism (romantic partner orientation; Gaines et al, 1997;Gaines, Larbie, Patel, Pereira, & Sereke-Melake, 2005). Familial bonds are unlike dyadic connections and group belongingness; more specifically, they constitute a unique mixture (Kashima et al, 1995).…”

Section: Affirmation Of Familial Selfmentioning

confidence: 99%

Familial Self as a Potent Source of Affirmation

Cai

Sedikides

Jiang

2012

Social Psychological and Personality Science

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Does affirmation of familial self have a distinct buffering function compared to affirmation of close other (friend, partner) self or individual self? We addressed this question in an East-Asian culture (China) that places particularly high value on familial self. Familial self-affirmation (compared to other forms of self-affirmation as well as low affirmation) curtailed the mortality salience-induced intolerance to birth-control policy (Experiment 1), reduced female participants' performance detriments-due to stereotype threat-on mental rotation (Experiment 2), and diminished the disadvantageous influence of negative feedback on further interest in information about one's weaknesses (Experiment 3). Close other self-affirmation, devoid of family context, was no more potent than individual self-affirmation or low affirmation. The findings underscore the utility of distinguishing among different sources of self-affirmation, highlight the relevance of familial self-affirmation to self-affirmation theory, and call for research testing the germaneness of familial self (and, more generally, the construct of family) in other Eastern, as well as Western, cultures.

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Section: Affirmation Of Familial Selfmentioning

confidence: 99%

Familial Self as a Potent Source of Affirmation

Cai

Sedikides

Jiang

2012

Social Psychological and Personality Science

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“…Empirical research drawing from this conceptual base has identified a number of noteworthy antecedents and effects. For example, greater individualism has been shown to be associated with higher socioeconomic status (Marshall, 1997), urban residency (Freeman, 1997), and North American, Western European, or Australian acculturation (e.g., Gaines, Larbie, Patel, Pereira, & Sereke-Melake, 2005;Hofstede, 1980) and to lead to higher levels of entrepreneurial behavior (Morris, Davis, & Allen, 1994), stronger achievement values (Nelson and Shavitt (2002), and preferences for equitable, personalized rewards (Tower, Kelly, & Richards, 1997). Greater collectivism has been found to be associated with prior success working in groups or teams (Eby & Dobbins, 1997), and Asian, African, or South American acculturation (Gaines et al, 2005;Hofstede, 1980), and to lead to outcomes including stronger work group commitment (Clugston, Howell, & Dorfman, 2000), higher levels of citizenship behaviors (Moorman and Blakely, 1995;Van Dyne, Vandewalle, Kostova, Latham, & Cummings, 2000), and preferences for egalitarian team rewards (Kirkman & Shapiro, 2000).…”

Section: Team Member Individualism-collectivism and Performancementioning

confidence: 99%

Individualism–collectivism and team member performance: Another look

et al. 2011

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Summary This study revisits the commonplace research conclusion that greater team member collectivism, as opposed to individualism, is associated with higher levels of individual‐level performance in teams. Whereas this conclusion is based on the assumption that work in teams consists exclusively of tasks that are shared, typical teamwork also includes tasks that are individualized. Results of a laboratory study of 206 participants performing a mix of individualized and shared tasks in four‐person teams indicate that heterogeneous combinations of individualism and collectivism are associated with higher levels of team member performance, measured as quantity of output, when loose structural interdependence enables individual differences in individualism–collectivism to exert meaningful effects. These results support the modified conclusion that a combination of individualism and collectivism is associated with higher levels of member performance in teams under typical work conditions; that is, conditions in which the tasks of individual members are both individualized and shared. Copyright © 2011 John Wiley & Sons, Ltd.

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“…Prior research suggests that individuals with a low collectivist orientation are likely to place great emphasis on achieving economic success and acquiring material resources, such as monetary rewards (see Gaines et al , 2005; Green et al , 2005). For example, Wagner and Moch (1986, p. 284) state that people with low collectivist orientations tend to “pursue only personal incentives, such as pay or praise that are personally beneficial and related to personal performance”.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

The interactive effect of collectivism and organizational rewards on affective organizational commitment

Williamson

Burnett

Bartol

2009

Cross Cultural Management: An International Journal

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PurposeThe purpose of this paper is to develop an interactionist framework for examining how the cultural dimension of collectivism interacts with workplace attributes to influence organizational commitment.Design/methodology/approachThese issues are studied by using a longitudinal survey to examine the development of affective organizational commitment by a racially diverse set of young professionals in the USA.FindingsConsistent with predictions, results showed a significant two‐way interaction between the cultural dimension of collectivism and organizational rewards on employees’ commitment.Research limitations/implicationsThese results suggest that research may benefit from the development of theory that simultaneously considers the role that workplace attributes and cultural values play in shaping organizational commitment.Practical implicationsThe findings of this study suggest that organizations may increase existing employees’ commitment by strategically managing the types of rewards they provide to employees with different cultural values.Originality/valueWhile an extensive amount of research has been conducted on affective organizational commitment, the question of whether employees’ cultural values influence commitment formation is still largely unanswered. Thus, this study provides initial evidence on the interactive effect of culture and rewards on the formation of employee commitment.

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Cultural Values Among African-Descended Persons in the United Kingdom: Comparisons With European-Descended and Asian-Descended Persons

Cited by 15 publications

References 23 publications

Familial Self as a Potent Source of Affirmation

Familial Self as a Potent Source of Affirmation

Individualism–collectivism and team member performance: Another look

The interactive effect of collectivism and organizational rewards on affective organizational commitment

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