Strategic Leadership across Cultures: The GLOBE Study of CEO Leadership Behavior and Effectiveness in 24 Countries

House, Robert J.; Dorfman, Peter W.; Javidan, Mansour; Hanges, Paul J.; Luque, Mary F. Sully de

doi:10.4135/9781506374581

Cited by 395 publications

(753 citation statements)

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“…Recent endeavours in the leadership literature have made interesting theoretical conceptualisation by illuminating what can be considered as emic (culture specific) or etic (universal) in terms of leadership attributes and effectiveness (e.g. House et al, 2014). Such research stream has shown that leadership is culturally dependent and that perception of effective leadership is not only dependent on the central tendencies of a given culture but also on its tightness-looseness dimension (e.g.…”

Section: Conclusion and Research Implicationsmentioning

confidence: 99%

Intra-Cultural Variation, Zone of Acceptance and Managerial Discretion: A Theoretical Discussion

Youssef

Christodoulou

2017

BMR

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This paper examines the theoretical relationship between intra-cultural variation and managerial discretion. Research into the degree of discretion, or latitude of actions, has primarily focused on the individual-, organizational-, and industry-level factors, which either allow or constrain executives to take strategic actions. Despite, the recent attempt to discover the impact of national culture, mainly values, on managerial discretion, culture has been studied on an aggregate level by assuming spatial homogeneity within a country. However, recent evidences have shown that intra-cultural variation could be as salient as or sometimes even more than inter-country variation, yet there has been no discussion on its potential association with managerial discretion. As such, we address this gap and investigate the relationship of this cultural aspect with managerial discretion. Using institutional, stakeholder and upper echelons theories, our study proposes a strong relationship between intra-cultural variation and managerial discretion. Therefore, our study contributes to the strategic management and culture literature by providing a more nuanced understanding of such relationship and most importantly by introducing a new national construct that could play an important role in the strategic decision making of business executives.

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Section: Conclusion and Research Implicationsmentioning

confidence: 99%

Intra-Cultural Variation, Zone of Acceptance and Managerial Discretion: A Theoretical Discussion

Youssef

Christodoulou

2017

BMR

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“…These 'problems of understanding' are often caused by differences in values (Hofstede, 2001;House et al, 2013), cognitive structures (or "schemas", Markus and Kitayama, 1991;Leung and Morris, 2015) and norms (Norenzayan et al, 2002;Leung and Morris, 2015), which are found across cultures. For instance, Westerners rely mostly on rules, categorizations and formal logic, whereas East Asians rely mostly on intuitive associations and similarities (Nisbett, 2003): this difference does not signal different capabilities but rather different norms regarding what is considered to be more important in analyzing a given situation (Leung and Morris, 2015).…”

Section: The Moderating Effect Of Group Cultural Diversitymentioning

confidence: 99%

“…Hofstede's (Hofstede, 2001) and GLOBE's (House et al, 2013) comparative cultural frameworks, in fact, require a sample of at least 20 subjects per culture (e.g., Hofstede et al, 2008, pg. 2), and hence are suitable to assess cultural differences across large groups.…”

Section: The Calculation Involves Aggregating Individual Countries Wimentioning

confidence: 99%

“…Given the paucity of studies on highly culturally diverse groups and the lack of consensus on how to measure cultural diversity (Shenkar, 2001), our study has conceptualized and operationalized the degree of group cultural diversity based on world macro regions. To investigate more deeply the underlying mechanisms of the moderating role of culture, future studies could apply more refined measures of group cultural diversity by operationalizing it with comparative culture frameworks such as GLOBE (House et al, 2004;House et al,. 2013).…”

Section: Directions For Future Researchmentioning

confidence: 99%

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Facilitating culturally diverse groups with visual templates in collaborative systems

Bresciani

Comi

2017

CCSM

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Purpose -The use of visual templates has proven instrumental in supporting group meetings.This study explores whether visual templates enable culturally diverse groups to achieve greater task precision in face-to-face meetings.Design/methodology/approach -Building on Adaptive Structuration Theory (AST), it is argued that visual templates provide structuration for face-to-face meetings, even more so when they are embedded in computer-supported collaborative systems. In particular, it is hypothesized that the higher the degree of structuration imposed by visual templates, the higher the degree of task precision will be. It is also hypothesized that this relationship is positively moderated by group cultural diversity: higher cultural diversity will further sustain the positive effects of visual templates that provide higher structuration.Findings -Results of an experiment with 229 managers from 49 countries confirm that facilitating groups with visual templates embedded in a computer-supported collaborative system significantly increases task precision at high levels of cultural diversity. Research limitations/implications -This study contributes to Positive OrganizationalScholarship (POS) by investigating the use of visual templates as a contingency factor that increases performance -specifically task precision -of co-located, culturally diverse groups.Practical implications -Results indicate that visual templates embedded in a computersupported collaborative system are an effective method for increasing task precision in face-to-face meetings of culturally diverse groups.2 Originality/value -Theories from information systems and visualization are integrated into cross-cultural management with a view to sustaining the effectiveness of culturally diverse groups.The study sample is characterized by highly culturally diverse groups interacting in face-to-face meetings.

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“…Research on cultural differences between societies continues to interest management scholars due to its implications on various facets of organizational management, such as leadership styles (House, 2014;Schein, 2010), entrepreneurship models (Mungai & Ogot, 2012), and marketing approaches (Yoo, Donthu, & Lenartowicz, 2011). Cultural research has been explored through examination of values at one of two levels: The individual-level (Rokeach, 1936 as reported in Schwartz, 1994) and the societal-level (Hofstede, 1980;House et al, 2004), while other researchers have undertaken cultural research by examining attitudes practices and tastes of participants (Dheer, Lenartowicz, Peterson, & Petrescu, 2015).…”

Section: Introductionmentioning

confidence: 99%

Cultural Value Dimensions and Ethnicity within Kenya

Ketter¹,

Arfsten²

2015

IBR

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The study compared the cultural values along the seven World Values Survey dimensions. Subjects were 811 males, age 18 to 35, proportionately representing the 11 largest ethnic groups in Kenya. The study extended research in cultural differences between ethnic identities within a country, supplemental to cultural differences between countries. Significant differences are found between the Kenyan ethnic groups on the dimensions of masculinity, uncertainty avoidance, indulgence vs. restraint, and long-term orientation. Post-hoc analyses differentiated between individual ethnic groups on the cultural dimensions. Implications for management are presented to acknowledge ethnic differences in world orientation based on cultural dimension differences of ethnicities within Kenya.

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Strategic Leadership across Cultures: The GLOBE Study of CEO Leadership Behavior and Effectiveness in 24 Countries

Cited by 395 publications

References 0 publications

Intra-Cultural Variation, Zone of Acceptance and Managerial Discretion: A Theoretical Discussion

Intra-Cultural Variation, Zone of Acceptance and Managerial Discretion: A Theoretical Discussion

Facilitating culturally diverse groups with visual templates in collaborative systems

Cultural Value Dimensions and Ethnicity within Kenya

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