International communication: An executive primer

Dulek, Ronald E.; Fielden, John S.; Hill, John S.

doi:10.1016/0007-6813(91)90077-9

Cited by 21 publications

(32 citation statements)

References 1 publication

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“…This suggests that a norm for maintaining consensus hinders the expression of transformational leadership. Why does transformational leadership exert a negative effect in a Japanese organization and a positive influence in other Asian organizations, when the cultures of Japan and other East Asian countries such as China, Korea, and Taiwan are similar (Dulek & Fielden, 1991;Hofstede, 1991)?…”

Section: Transformational Leadership In Japanmentioning

confidence: 99%

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Qualitative and quantitative studies of leadership in multinational settings: Meta-analytic and cross-cultural reviews

Takahashi

Ishikawa

Kanai

2012

Journal of World Business

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Section: Transformational Leadership In Japanmentioning

confidence: 99%

“…Asian culture is often characterized as collectivistic, highcontext, and uncertainty-avoidant (Dulek & Fielden, 1991;Hofstede, 1991). With regard to the impact of cultural factors on leadership, leadership in Asian countries is thought to be influenced by communal relationships among employees.…”

Section: Introductionmentioning

confidence: 98%

Qualitative and quantitative studies of leadership in multinational settings: Meta-analytic and cross-cultural reviews

Takahashi

Ishikawa

Kanai

2012

Journal of World Business

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“…In particular, transformational leadership may have a negative effect on team-level shared leadership in the collectivistic Japanese context. Japan has a high-context culture that places great value on group consensus (Dulek & Fielden, 1991). Local management practices are designed to promote group consensus, even in R&D divisions.…”

Section: Hypothesesmentioning

confidence: 99%

Transformational leadership and gatekeeping leadership: The roles of norm for maintaining consensus and shared leadership in team performance

Ishikawa

2012

Asia Pac J Manag

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This study focuses on shared leadership in Japanese R&D teams. The effects of both transformational and gatekeeping leaderships of formal leaders on shared leadership are examined. Moreover, the effect of shared leadership on R&D team performance is examined. Hypotheses are tested with a sample of 654 researchers working in 119 R&D industrial research teams in Japan. Results show that transformational leadership has a negative effect on shared leadership through the norm for maintaining consensus such that it positively influences the norm, which in turn negatively influences shared leadership. In contrast, gatekeeping leadership has a direct as well as an indirect positive impact on shared leadership through the norm for maintaining consensus such that it negatively influences the norm, which in turn negatively influences shared leadership. In addition, this study finds that shared leadership positively influences R&D team performance. These results suggest that leadership displayed by team members and that by formal leaders significantly influences team performance. The results are discussed in the context of the unique Japanese work environment.

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“…This literature suggests that low-context cultures include those of the United States and some European countries, while high-context cultures include those of the China, Taiwan, Japan, and some other Asian countries (Hall, 1987;Takada & Jain, 1991). Dulek, Fielden, and Hill (1991) describe that communications within low-context cultures rely on what are written in contractual form. In contrast, communications within high-context cultures emphasize on who that person is, the individual's social status and general reputation.…”

Section: Limitations and Future Research Directionsmentioning

confidence: 97%

How does social orientation influence R&D-marketing collaboration?

Chen

2010

Asia Pac J Manag

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Social orientation refers to the extent to which members of an organization are provided with opportunities to have private social contacts and activities outside their work settings. Based upon social interaction and communication flows perspectives, the present research constructs a model depicting the relationships among social orientation, organizational citizenship behavior, R&D-marketing collaboration, and the process performance of new product development program. The empirical results support most hypotheses posited by the authors. In particular, the relationship between social orientation and R&D-marketing collaboration is found to be mediated by organizational citizenship behavior (i.e., helping behavior and civic virtue), and social orientation has no direct effect on the collaboration.

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International communication: An executive primer

Cited by 21 publications

References 1 publication

Qualitative and quantitative studies of leadership in multinational settings: Meta-analytic and cross-cultural reviews

Qualitative and quantitative studies of leadership in multinational settings: Meta-analytic and cross-cultural reviews

Transformational leadership and gatekeeping leadership: The roles of norm for maintaining consensus and shared leadership in team performance

How does social orientation influence R&D-marketing collaboration?

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