Role Conflict, Ambiguity, and Overload: A 21-Nation Study.

Peterson, Mark F.; Smith, Peter B.; Akande, Adebowale; Ayestarán, Sabino; Bochner, Stephen; Callan, Victor J.; Cho, Nam Guk; Jesuíno, Jorge Correia; D'Amorim, Maria Alice; François, Pierre-Henri; Hofmann, Karsten; Koopman, P.L.; Leung, Kwok; Lim, Tock Keng; Mortazavi, Shahrenaz; Munene, John C.; Radford, Mark; Ropo, Arja; Savage, Grant T.; Setiad, Bernadette; Sinha, Tanmay; Sorenson, Ritch L.; Viedge, Conrad

doi:10.2307/256687

Cited by 373 publications

(208 citation statements)

References 26 publications

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“…Thus, this type of research entails between-country comparability and matching samples (or control for sample idiosyncrasies). For example, Peterson et al's (1995) study of role stress and conflict among managers recognized discrepancies in the data, and used demographics and organizational characteristics to adjust scores to ensure the comparability of the samples. Contextual international research is interested in phenomena that cross national boundaries, and thus benefits from representativeness of the specific cross-national group of interest.…”

Section: Discussionmentioning

confidence: 99%

Data equivalence in cross-cultural international business research: assessment and guidelines

et al. 2008

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Data equivalence refers to the extent to which the elements of a research design have the same meaning, and can be applied in the same way, in different cultural contexts. Failure to establish data equivalence in cross-cultural studies may bias empirical results and theoretical inferences. Although several authors have encouraged researchers to ensure high levels of data equivalence, no study has assessed the status of the field in relation to compliance with data equivalence standards. Accordingly, this study examines three aspects of data equivalence (construct equivalence, measurement equivalence, and data collection equivalence) within 167 studies that involve cross-cultural data published in the Journal of International Business Studies, Management International Review, Journal of World Business, Strategic Management Journal and the Academy of Management Journal from 1995 to 2005. The findings indicate that international business researchers report insufficient information in relation to data equivalence issues, thus limiting confidence in the findings of many cross-cultural studies. To enhance future research, a guideline for procedures for researchers to follow and report in establishing data equivalence is offered.

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Section: Discussionmentioning

confidence: 99%

Data equivalence in cross-cultural international business research: assessment and guidelines

et al. 2008

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“…Furthermore, scholars have shown that the potential for role conflict experienced by managers is partly a function of the number of roles they are expected to play (Nandram and Klandermans 1993;Peterson et al 1995). In large global firms, positions are defined as job roles, and managers accordingly behave in ways that are consistent with the way their roles are defined (Kahn et al 1964) and shaped by function-specific experience (Mom et al 2015).…”

Section: Tmt Boundary-spanning and Mms' Role Conflictmentioning

confidence: 99%

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Glaser

Fourné

Elfring³

2015

Small Bus Econ

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Drawing on corporate entrepreneurship (CE) and social network research, this study focuses on strategic renewal as a form of CE and examines the impact of boundary-spanning at top and middle management levels on business units' exploratory innovation. Analyses of multi-source and multi-level data, collected from 72 top managers (TMs) and 397 middle managers (MMs) operating in 34 units of a multinational organization, indicate that TMs' boundaryspanning is positively related to units' exploratory innovation, but also has a cascading effect on MMs by increasing their perceived role conflict. MMs' role conflict is negatively related to units' exploratory innovation and thus offsets some of the benefits gained through TMs' boundary-spanning activities. Taking a configurational perspective on social exchanges at multiple levels, we show that role conflict is reduced by overlapping boundary-spanning ties among TMs and MMs. Surprisingly, MMs' boundary-spanning does not relate to exploratory innovation. Our study shows that with regard to boundary-spanning, a top-down approach to CE as strategic renewal may be most effective because TMs play a key role in driving exploratory innovation. However, TMs need to be aware of the cascading social liabilities of their boundary-spanning behavior and ensure MMs develop similar networks. We advance ongoing debates in studies about CE and social networks by providing empirically validated insights into who drives strategic renewal and by uncovering the benefits and costs of social exchanges for strategic renewal. Furthermore, we uncover potential causes of mixed findings in network theory research and highlight a remedy to social liabilities.

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“…Role overload was measured with Peterson et al's (1995) 5-item scale (α = .92). A sample item was "I feel overburdened in my role.…”

Section: Role Overloadmentioning

confidence: 99%

“…In this study, we examine two employee attitudes, job satisfaction and perceived organizational support (POS), and a stress-related variable, role overload. Job satisfaction is defined as the overall feeling individuals have about their jobs (Spector, 1997), POS is defined as "global beliefs concerning the extent to which the organization values their contributions and cares about their well-being" (Rhoades & Eisenberger, 2002, p. 698), and role overload is defined as situations where employees perceive too many expected demands (i.e., responsibilities or activities) in light of their available resources such as time, ability, and aptitude (Peterson, Smith & Akande et al, 1995;Rizzo, House, Lirtzman, 1970). By examining both positive and negative variables, we are able to better determine the ultimate impacts of pressure to produce.…”

Section: Introductionmentioning

confidence: 99%

When Good Goes Bad: The Effects of High Negative Affectivity on Pressure to Produce

Harris¹,

Russell

Harris³

2015

JMS

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Pressure to produce at the workplace is omnipresent, and in many ways a necessary situation. Although pressure to produce helps to motivate or drive employee performance, it is likely to be associated with negative outcomes. In this study, we examine three outcomes (job satisfaction, role overload, and perceived organizational support) to assess their linkages with pressure to produce. Based on person-situation theory, we also investigate negative affectivity (NA) as a moderator of pressure to produce-outcome relationships. We examine these hypotheses in a sample of 220 technology end-users from a wide range of jobs. Our results support our hypotheses that pressure to produce is negatively related to desired work outcomes, and that NA intensifies the associations between pressure to produce and negative consequences.

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Role Conflict, Ambiguity, and Overload: A 21-Nation Study.

Cited by 373 publications

References 26 publications

Data equivalence in cross-cultural international business research: assessment and guidelines

Data equivalence in cross-cultural international business research: assessment and guidelines

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

When Good Goes Bad: The Effects of High Negative Affectivity on Pressure to Produce

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