Event management and work team effectiveness in Japan, Britain and USA

Smith, Peter B.; Peterson, Mark F.; Misumi, Jyuji

doi:10.1111/j.2044-8325.1994.tb00547.x

Cited by 47 publications

(30 citation statements)

References 3 publications

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“…Further studies of event management show differences in how Japanese, British, and American electronic assembly work teams handle events (Peterson et al 1990). Work teams judged most effective by their supervisors show, in Japan, more reliance on peers; in the United States, more reference to superiors; and, in Great Britain, greater self-reliance (Smith et al 1994b). Tse et al (1988) found Chinese managers more inclined than Hong Kong Chinese or Canadians to refer to their superiors.…”

Section: Decision-makingmentioning

confidence: 99%

Cross-Cultural Social and Organizational Psychology

Bond

Smith²

1996

Annu. Rev. Psychol.

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210

130

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This review considers recent theoretical and empirical developments in cross-cultural studies within social and organizational psychology. It begins with a description of the importance and the difficulties of universalizing psychological science. It then continues with an examination of theoretical work on both the internal-proximal and the external-distal constraints that mediate culture's influence on behavior. Influences on social cognition are documented by describing research on self-concept, self-esteem, emotions, attribution processes, person perception, interpersonal attraction, and justice. Group processes are addressed in the areas of leadership, decision-making, and negotiation, and research in organizational psychology is examined with respect to work motivation and work behavior. The review concludes that considerable improvement is evident in recent cross-cultural research. However, future research must include a broader range of cultures and attend more closely to the levels at which cultural effects should be analyzed, and cultural samples must be unpackaged in more psychologically useful ways.

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Section: Decision-makingmentioning

confidence: 99%

Cross-Cultural Social and Organizational Psychology

Bond

Smith²

1996

Annu. Rev. Psychol.

Self Cite

210

130

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“…But, critically, cross-cultural research has shown that power and warmth may be weighted differently in different cultures (Ayman, 1993;Burns, 1978;Den Hartog, House, Hanges, & RuizQuintanilla, 1999;Dickson, Den Hartog, & Mitchelson, 2003;Hofstede, 1980;Jung & Avolio, 1998;Schwartz, 1992). Specifically, studies of leadership preferences in the United States have indicated that traits relating to power may be valued more than are traits relating to warmth (e.g., Funk, 1996Funk, , 1997Jung & Avolio, 1998;Misumi & Peterson, 1985;Tiedens, 2001; see also Smith, Peterson, & Misumi, 1994), whereas studies of leadership preferences in Japan have indicated that traits relating to warmth may be valued more than are traits relating to power (e.g., Jung & Avolio, 1999;Jung, Bass, & Sosik, 1995;Misumi & Peterson, 1985;Smith, Misumi, Tayeb, Peterson, & Bond 1989;Yamaguchi, 1994). We therefore hypothesized that regardless of consensus in judgments, naïve inferences of traits relating to power would be predictive of electoral success in the United States, whereas naïve inferences of traits relating to warmth would be predictive of electoral success in Japan.…”

Section: Culture and Inferencementioning

confidence: 99%

Polling the face: Prediction and consensus across cultures.

Rule

Ambady

Adams³

et al. 2010

Journal of Personality and Social Psychology

175

188

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Previous work has shown that individuals agree across cultures on the traits that they infer from faces. Previous work has also shown that inferences from faces can be predictive of important outcomes within cultures. The current research merges these two lines of work. In a series of cross-cultural studies, the authors asked American and Japanese participants to provide naïve inferences of traits from the faces of U.S. political candidates (Studies 1 and 3) and Japanese political candidates (Studies 2 and 4). Perceivers showed high agreement in their ratings of the faces, regardless of culture, and both sets of judgments were predictive of an important ecological outcome (the percentage of votes that each candidate received in the actual election). The traits predicting electoral success differed, however, depending on the targets' culture. Thus, when American and Japanese participants were asked to provide explicit inferences of how likely each candidate would be to win an election (Studies 3-4), judgments were predictive only for same-culture candidates. Attempts to infer the electoral success for the foreign culture showed evidence of self-projection. Therefore, perceivers can reliably infer predictive information from faces but require knowledge about the target's culture to make these predictions accurately.

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“…Variations were found across countries and across event type. The specific sources used also predicted evaluated performance in different countries (Peterson, Radford, Savage, & Hama, 1994;Smith, Peterson, & Misumi, 1994). However, these studies sampled too few countries to discern which cultural values are associated with reliance on what sources.…”

Section: Event Managementmentioning

confidence: 99%

Cultural Values, Sources of Guidance, and their Relevance to Managerial Behavior

Smith

Peterson

Schwartz

2002

Journal of Cross-Cultural Psychology

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506

327

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Data are presented showing how middle managers in 47 countries report handling eight specific work events. The data are used to test the ability of cultural value dimensions derived from the work of Hofstede, Trompenaars, and Schwartz to predict the specific sources of guidance on which managers rely. Focusing on sources of guidance is expected to provide a more precise basis than do generalized measures of values for understanding the behaviors that prevail within different cultures. Values are strongly predictive of reliance on those sources of guidance that are relevant to vertical relationships within organizations. However, values are less successful in predicting reliance on peers and on more tacit sources of guidance. Explaining national differences in these neglected aspects of organizational processes will require greater sensitivity to the culture-specific contexts within which they occur.

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Event management and work team effectiveness in Japan, Britain and USA

Cited by 47 publications

References 3 publications

Cross-Cultural Social and Organizational Psychology

Cross-Cultural Social and Organizational Psychology

Polling the face: Prediction and consensus across cultures.

Cultural Values, Sources of Guidance, and their Relevance to Managerial Behavior

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