Effective leadership in the Mexican maquiladora: challenging common expectations

Howell, Jon P.; Romero, Eric J.; Dorfman, Peter W.; Paul, Jim; Bautista, Jahir

doi:10.1016/s1075-4253(03)00003-6

Cited by 17 publications

(7 citation statements)

References 31 publications

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“…Law, Wong, Wang, and Wang (2000) found LMX to be conceptually and empirically distinct from guanxi (i.e., interpersonal connections) in a Chinese sample, showing how a phenomenon that might appear to be similar (i.e., relations between supervisor and subordinate and guanxi) can be differentially manifested across cultures and should be included in theories accordingly. Studying the impacts of specific Mexican and U.S. leader behaviors on follower attitudes and performance in a Mexican maquiladora setting, Howell, Romero, Dorfman, Paul, and Bautista (2003) found that culture moderated the impact of leadership behavior on important organizational outcomes. Contrary to existing assumptions in cross-cultural leadership literature, managerial leaders from the U.S. had approximately the same effects on the Mexican workforce as did managerial leaders from Mexico.…”

Section: Leadershipmentioning

confidence: 99%

Moving Beyond Conventional Wisdom

Gibson

McDaniel

2010

Perspect Psychol Sci

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In this article, we discuss the importance of a cross-cultural approach to organizational behavior. To do so, we illustrate how cross-cultural research in the past two decades has enabled us to reconceptualize constructs, revise models, and extend boundary conditions in traditional organizational behavior theories. We focus on three domains-teams, leadership, and conflict-and review cross-cultural empirical evidence that has extended several theories in each of these domains. We support the claim that even well-established organizational behavior theories vary in the extent to which they may be applied unilaterally across cultures, thus identifying the critical need to advance these theories via a cross-cultural research agenda.

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Section: Leadershipmentioning

confidence: 99%

Moving Beyond Conventional Wisdom

Gibson

McDaniel

2010

Perspect Psychol Sci

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“…Moreover, these regional attributes affect productive activity, the ambitions and investment opportunities of locals, and the places where they choose to live. Howell et al (2003) found region (US border vs interior) as a moderator produced significant interaction effects for several leader behaviours. Howell et al (2007) propose that the effects of a country becoming increasingly involved and important in the global business environment will lead to and explain many changes occurring in “national” cultures.…”

Section: Comparison Of Societies In This Studymentioning

confidence: 89%

North and South Latin America

Littrell

Barba

2013

Journal of Management Development

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PurposeThe study aims to investigate the national cultural clusters myth, studying the relationships between individual cultural values and preferred leader behaviour of working businesspeople in “Latin American” samples from Santiago, Chile, and Guadalajara, Mexico. The set of research questions to be addressed are: Are the rankings of value dimensions by businesspeople different between “Latin American” Chile and Mexico? Are the rankings of preferred leader behaviour dimensions different between Chile and Mexico? Are the predictive relationships of leader behaviour preferences by value dimension priorities different between Chile and Mexico?Design/methodology/approachIn an investigation of the relationships amongst preferred leader behaviour and individual value dimensions, the study employs field survey research using two experimental but well established and documented instruments, the Schwartz Values Survey and the Leader Behaviour Description Questionnaire. Comparisons between results from two samples from Chile and Mexico are carried out.FindingsTwo samples from large cities in Latin America, Santiago, Chile, and Guadalajara, Mexico, are compared using preferred leader behaviour dimensions and individual values and their relationship to one another. Significant sample and gender sub‐sample differences were observed for preferred leader behaviour, indicating that the perception of preferred leader behaviour priorities differed between businesspeople in Santiago and Guadalajara. Results indicate a general preference in both samples for a Parental Leader style, nurturing in Chile and stern in Mexico, and managerial leaders should be a source of enjoyment and pleasure in business; indications are that engaging in business is an enjoyable endeavour. Gender (sex) differences were observed between samples for preferred leader behaviour. Due to several demographic differences in job level and age in the samples, further work is required to verify the differences observed.Research limitations/implicationsSamples are from two cities, Santiago, Chile, and Guadalajara, Mexico, with an obvious requirement for studying additional regions in the country. Interpreting the findings is challenging and needs to be clarified though further focus group studies to assist in interpreting similarities and differences.Practical implicationsPractical applications of the outcomes of the study are that the results can be used to inform managerial leadership training and development and practice for expatriate and local managerial leaders working in the two cities.Social implicationsThe authors’ literature review and data analyses have some social implications as they found contradictory and misleading discussions of the relative placement of Mexico, Chile, and other countries in South, Central, and North America using cultural value dimension studies that need to be rationalised in further research.Originality/valueThe study is of value to practitioners and researchers interested in managerial leadership in Latin American countries.

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“…However, production processes in maquiladoras are provided by the parent company and can change little in technological terms, though they can have many uses. Depending on their capabilities, maquiladoras must rapidly adapt their organizational structure in order to make fast deliveries to customers while meeting production process requirements [46]. Thus, we propose the following hypothesis: H 1 .…”

Section: Working Hypothesesmentioning

confidence: 99%

New Product Development and Innovation in the Maquiladora Industry: A Causal Model

et al. 2016

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Abstract:Companies seek to stand out from their competitors and react to other competitive threats. Making a difference means doing things differently in order to create a product that other companies cannot provide. This can be achieved through an innovation process. This article analyses, by means of a structural equation model, the current situation of Mexican maquiladora companies, which face the constant challenge of product innovation. The model associates three success factors for new product development (product, organization, and production process characteristics as independent latent variables) with benefits gained by customers and companies (dependent latent variables). Results show that, in the Mexican maquiladora sector, organizational characteristics and production processes characteristics explain only 31% of the variability (R 2 = 0.31), and it seems necessary to integrate other aspects. The relationship between customer benefits and company benefits explains 58% of the variability, the largest proportion in the model (R 2 = 0.58).

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Effective leadership in the Mexican maquiladora: challenging common expectations

Cited by 17 publications

References 31 publications

Moving Beyond Conventional Wisdom

Moving Beyond Conventional Wisdom

North and South Latin America

New Product Development and Innovation in the Maquiladora Industry: A Causal Model

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