Telecommuting and the role of supervisory power in China

Raghuram, Sumita; Dong, Fang

doi:10.1007/s10490-013-9360-x

Cited by 33 publications

(35 citation statements)

References 68 publications

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“…The first is that despite being frequently assumed, there are no differences between Chinese and Western teams of managers. However, the “Chinese Teams Like Western Teams (Myth 3),” where Chinese teams are really like Western teams not only seems contrary to common sense, it clashes with a body of research in fields like international cooperation, where the differences cannot be ignored (e.g., Li et al, 2002 ; Selmer, 2005 ; Chrobot-Mason et al, 2007 ; Li and Li, 2009 ; Arnulf and Kristoffersen, 2014 ; Raghuram and Fang, 2014 ).…”

Section: General Theoretical Overview: Teams Vs Organizationsmentioning

confidence: 99%

Are Chinese Teams Like Western Teams? Indigenous Management Theory to Leapfrog Essentialist Team Myths

Klett

Arnulf

2020

Front. Psychol.

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Our study analyzes a gap in research on Chinese and Western management teams, based on a broad literature review. We claim that prevalent theoretical perspectives in the management team literature might be biased toward a Western-centric view of team dynamics. This obscures alternative ways of understanding top teams encompassing Chinese cultural traditions. We outline how an essentialist team conceptualization leads to a paradox consisting of three mutually contradicting myths. Myth 1 implies that Western groups of managers comply with theoretically “ideal” team processes and characteristics. Myth 2 derives from research literature on Chinese teams claiming that team features are assumed absent or weak in China due to cultural particularities. Paradoxically, the same research tradition constructs another third myth by reporting that Chinese teams successfully comply with the Western ideal team model. The three coexisting myths point to a theoretical confounding of contextual mediators in team processes. We discuss how indigenous Chinese leadership theory and Chinese systems of philosophy give Chinese teams access to distinct and effective team processes to reach high-performance outcomes. This paper aims to open the rich possibilities of Chinese management and team practices to the cross-cultural context, and on return to novel understanding of Western teams beyond traditional essentialist theory anchors.

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Section: General Theoretical Overview: Teams Vs Organizationsmentioning

confidence: 99%

Are Chinese Teams Like Western Teams? Indigenous Management Theory to Leapfrog Essentialist Team Myths

Klett

Arnulf

2020

Front. Psychol.

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“…Such a belief is likely to be more salient in the supervisor–subordinate relationship because of its inherent power imbalance. Accordingly, high‐power‐distance subordinates are likely to accept the power inequality because of the pervasive assumption that the more competent individuals (i.e., supervisors) end up at the top of organisational hierarchies (Li et al, ; Magee & Galinsky, ; Raghuram & Fang, ). Thus, high‐power‐distance subordinates tend to suppress their opinions to those with higher status (Wang, Hinrichs, Prieto, & Howell, ).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Power Imbalance and Employee Silence: The Role of Abusive Leadership, Power Distance Orientation, and Perceived Organisational Politics

Lam

Xu²

2018

Applied Psychology

108

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Employee silence is a costly but omnipresent phenomenon in modern organisations. In this study, we focus on two forms of silence: defensive silence based on fear and acquiescent silence based on resignation. Given the power imbalance in supervisor-subordinate relationships, we hypothesise that abusive supervision is an antecedent of subordinates' defensive silence and that a subordinate's power distance orientation affects acquiescent silence. We investigate the interaction effects of abusive supervision and power distance orientation on these two types of silence. Perceived organisational politics may also aggravate such interactive effects. Based on data collected from 159 junior employees in China in two periods, we find that abusive supervision is associated with employee defensive silence and moderates high-powerdistance employees' tendency to engage in acquiescent silence. When perceiving high politics in the organisation, high-power-distance employees are more sensitive to abusive supervision and engage in more defensive silence. A highly political organisational context also accentuates abusive supervision's moderating effect on the relation between employees' power distance orientation and acquiescent silence. We conclude with theoretical and practical implications for the silence literature.

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“…Both cultural atmosphere and psychological mechanism in PL make employees incline themself to adopt telecommuting according to managers' requirements, even though sometimes along with reluctance. Moreover, Raghuram and Fang argue in the report that as long as employees balance the flexibility provided by telecommuting and supervisory power, telecommuting could be accepted and applied in China [17]. Actually, the supervisor plays a much important role in this process.…”

Section: Pl and Telecommuting Inclinationmentioning

confidence: 99%

“…Since the gradual development process of telecommuting is accelerated by the epidemic situation which means the change of life and work model, and the employees are facing various challenges under the evolution of managing practices and working forms. Previous researches note that telecommuters may suffer from ambiguity in role identity, psychological isolation, information uncertainty, and the feeling of resistance to telework [17,23]. Meanwhile, paternalistic leadership will not be completely changed within a short period of time and will influence the implementation and practices of telecommuting.…”

Section: Introductionmentioning

confidence: 99%

Paternalistic Leadership and Its Positive Influences in Telecommuting Environment

Jiang¹

2021

Proceedings of the 6th International Conference on Financial Innovation and Economic Development (ICFIED 2021)

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This paper discusses the positive influences of paternalistic leadership in the compulsory telecommuting environment caused by COVID-19. The pandemic accelerates the development of telecommuting and brings challenges and uncertainties to telecommuting workers. Paternalistic leadership is a widespread management phenomenon in China combining 3 dimensions: authoritarianism, fatherly benevolence, and moral. Since this management model will not be completely changed immediately, it will influence subordinates' responses, job performances, and psychological feelings. Based on the previous studies, this paper analyzes the functions of paternalistic leadership in China under the compulsory telecommuting situation. This study points out that paternalistic leadership helps solve the main problems of remote commuters, including role recognition and efficiency, psychological isolation, information uncertainty, and resistance to remote work.

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Telecommuting and the role of supervisory power in China

Cited by 33 publications

References 68 publications

Are Chinese Teams Like Western Teams? Indigenous Management Theory to Leapfrog Essentialist Team Myths

Are Chinese Teams Like Western Teams? Indigenous Management Theory to Leapfrog Essentialist Team Myths

Power Imbalance and Employee Silence: The Role of Abusive Leadership, Power Distance Orientation, and Perceived Organisational Politics

Paternalistic Leadership and Its Positive Influences in Telecommuting Environment

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