Search results
1 – 5 of 5Melody L. Wollan, Mary F. Sully de Luque and Marko Grunhagen
This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of in‐group…
Abstract
This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of in‐group collectivism, uncertainty avoidance, performance orientation, and humane orientation, and their differential effect on helping extra‐role behavior in a diverse workforce are examined. Theoretical implications provide guidance for future empirical research in this area, and provide managers with more realistic expectations of employee performance in the workplace.
Details
Keywords
Rachel Gabel Shemueli, Mary F. Sully de Luque and Danae Bahamonde
To examine the effects of leadership style on in-role performance through feedback seeking behavior (FSB) and engagement using the job demands resource theory (JD-R).
Abstract
Purpose
To examine the effects of leadership style on in-role performance through feedback seeking behavior (FSB) and engagement using the job demands resource theory (JD-R).
Design/methodology/approach
The sample consisted of 152 employees working in a Peruvian call center. Structural equation modeling (SEM) was used to test the research hypotheses.
Findings
Transformational leadership was significantly related to in-role performance, with FSB and engagement sequentially mediating the relationship.
Originality/value
This study highlights the motivational processes that can lead to employee engagement and performance within a call center and identifies the contribution of feedback seeking within this environment.
Details
Keywords
Günter K. Stahl, Christof Miska, Hyun-Jung Lee and Mary Sully De Luque
The purpose of this paper is to encourage scholars to look at commonly considered phenomena in international business and cross-cultural research in new ways and to theorize and…
Abstract
Purpose
The purpose of this paper is to encourage scholars to look at commonly considered phenomena in international business and cross-cultural research in new ways and to theorize and explore how cultural diversity, distance, and foreignness create value for global organizations. These considerations should result in a more balanced treatment of culture in cross-cultural management (CCM) research.
Design/methodology/approach
The idea that there are negative consequences associated with cultural differences is pervasive in hypotheses formulation and empirical testing in international business and CCM literature, as reflected in widely used constructs such as “cultural distance,” “cultural misfit,” “foreignness,” and related concepts. Consistent with a Positive Organizational Scholarship (POS) perspective on culture and cultural differences, the authors emphasize the positive role of distance and diversity across national, cultural, institutional, and organizational dimensions. In addition, they provide an overview of the contributions to the special issue.
Findings
Examining the positive side of culture is not only beneficial theoretically in terms of filling the existing gaps in the literature, but is also crucial for the practice of international and global business. Accordingly, the contributions to the special issue highlight how explicitly considering positive phenomena can help better understand when and how cultural diversity, distance, and foreignness can enhance organizational effectiveness and performance at multiple levels. They include five research papers, a Distinguished Scholar Essay by Kim Cameron, the Founder of the POS movement, and an interview piece with Richard Nisbett, a Pioneer Researcher in culture and cognition.
Originality/value
The overemphasis on adverse outcomes associated with cultural differences in existing research has hindered the understanding of the processes and conditions that help organizations leverage the benefits of cultural differences in a wide range of contexts. This introductory paper together with the contributions included in the special issue showcases the positive dynamics and outcomes associated with cultural differences, distance, and diversity in a wide range of international business contexts.
Details
Keywords
Yin Lee and Amit Kramer
Many employees do not use work-family practices to their full extent, even when they are in need of them. Drawing on the concept of psychological safety the authors propose a new…
Abstract
Purpose
Many employees do not use work-family practices to their full extent, even when they are in need of them. Drawing on the concept of psychological safety the authors propose a new construct: psychological accessibility– employees' sense of embracing the benefits of work-family practices without experiencing a fear of using them. The authors argue that the psychological accessibility of work-family practices could explain the variations in the utilization of work-family practices among employees with similar levels of family needs. Furthermore, the authors propose multilevel contextual factors that could affect the psychological accessibility of work-family practices.
Design/methodology/approach
The authors develop a theoretical multilevel framework for work-family practices that places psychological accessibility at its core and addresses accessibility of work-family practices from a macro level that includes institutions and the different attributes of the national culture, a meso level that includes work time norms in organizations, and a micro level, that includes the social context at the team level in organizations.
Findings
As part of the conceptual development the authors offer 10 propositions.
Originality/value
The authors' multilevel model of psychological accessibility could explain the variations in the utilization of work-family practices across different national, organizational and group contexts. This paper refocuses scholarly attention to the psychological antecedents of the utilization of work-family practices. The authors offer some practical recommendations to make the utilization of work-family practices a psychologically safe activity.
Details