The Impact of Cultural Values on Employee Resistance to Teams: Toward a Model of Globalized Self-Managing Work Team Effectiveness

Abstract

Z.T. (in press). Spotlight on the followers: An examination of moderators of relationships between transformational leadership and subordinates' citizenship and taking charge. Personnel Psychology.

A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework

“…In a sample of US undergraduates, COL was positively related to selfefficacy for teamwork, need for social approval, and positive past experience working in teams (Eby and Dobbins, 1997). In support of their theoretical model (Kirkman and Shapiro, 1997), found that COL was positively related to receptivity to team-based rewards using employee surveys in a US insurance company. Using surveys from self-managing work team (SMWT) members in Belgium, Finland, the Philippines and the US, COL was also positively related to team members' job satisfaction and organizational commitment; and resistance to teams mediated the relationships between COL and both satisfaction and commitment, whereas resistance to self-management partially mediated the negative relationship between PD and commitment (Kirkman and Shapiro, 2001a).…”

“…Of the 64 Type I studies at the individual level, only 12 included cultural values other than IND-COL, despite the fact that individuals are affected by a complex set of cultural values (Lytle et al, 1995;Kirkman and Shapiro, 1997). Indeed, all 12 studies that included cultural values in addition to (or besides) IND-COL found significant effects.…”

“…Therefore, researchers need to continue to explore cultural moderators of group level relationships, with culture as an important contextual contingency condition. Further, in practice, as organizations become more global, they often do so using collaborative, team-based approaches (Kirkman and Shapiro, 1997). Practitioners struggle with the level of global integration and local responsiveness.…”

Home country institutions and the internationalization of state owned enterprises: A cross-country analysis

“…First, low power distance is associated with decentralized decision making and less authoritative leadership (Newman & Nollen, 1996) and with more ambiguous roles and responsibilities (Kirkman & Shapiro 1997). Consequently, the effectiveness of practices such as work involvement varies with power distance: in high power distance countries employees follow instrumental incentives, whereas symbolic values are more important to motivate employees in low power distance countries (Jiang et al, 2015).…”

Hard, soft or ambidextrous? Which influence style promotes managers’ task performance and the role of political skill

“…As such, hard tactics may occasionally enhance performance, but could also lead to demotivation and resistance (Van Knippenberg & Steensma, 2003), which has been associated with negative organizational outcomes (Kirkman & Shapiro, 1997).…”