National Culture as a Moderator of the Relationship Between Managers' Use of Guidance Sources and How Well Work Events Are HandledVise andre og tillknytning
Rekke forfattare: 702011 (engelsk)Inngår i: Journal of Cross-Cultural Psychology, ISSN 0022-0221, E-ISSN 1552-5422, Vol. 42, nr 6, s. 1101-1121Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]
Managerial leadership within 56 nations is examined in terms of the sources of guidance that managers use to handle work events. Correlations between the sources of guidance that managers use and the perceived effectiveness of how well these events are handled are employed to represent their schemas and attributional propensities for effectiveness. These correlations are predicted to vary in relation to dimensions of national culture. The hypotheses are tested using data from 7,701 managers. Reliance on one's own experience and training, on formal rules and procedures, and on one's subordinates are positively correlated with perceived effectiveness globally, whereas reliance on superiors, colleagues, and unwritten rules are negatively correlated with perceived effectiveness. Cross-level analyses revealed support for hypotheses specifying the ways in which each of these correlations is moderated by one or more of the dimensions of national culture first identified by Hofstede (1980). These results provide an advance on prior analyses that have tested only for main effect relationships between managerial leadership and national culture.
sted, utgiver, år, opplag, sider
Sage Publications, 2011. Vol. 42, nr 6, s. 1101-1121
Emneord [en]
National Culture, Guidance Sources, Managers, Effectiveness
HSV kategori
Forskningsprogram
Ekonomi, Ledarskap, entreprenörskap och organisation
Identifikatorer
URN: urn:nbn:se:oru:diva-63980DOI: 10.1177/0022022110381427ISI: 000292764900013Scopus ID: 2-s2.0-79960277926OAI: oai:DiVA.org:oru-63980DiVA, id: diva2:1172114
Merknad
The Event Management Research Meaning Group* 1School of Psychology, University of Sussex, Falmer, Brighton, United Kingdom 2Department of Management Programs, Florida Atlantic University, Boca Raton, Florida, United States of America 3Department of Organization and Strategy, Maastricht University, Maastricht, The Netherlands 4Department of Management, University of Tampa, Tampa, Florida, United States of America *Mustafa Achoui, Abd Halim Ahmad, Debo Akande, Norm Althouse, Jon Aarum Andersen, Nicholas Athanassiou, Sabino Ayestaran, Massimo Bellotto, Stephen Bochner, Victor Callan, Valeria Cavalcante, Nam Guk Cho, Isabela Curado, Gudrun Curri, Reka Czegledi, Maria Alice D’Amorim, Carlos Davila, Bjorn Ekelund, Pierre-Henri François, Eduardo Gamas, Margarita Garcia, Gert Graversen, Beata Groblewska, Michael Hadani, Daniela Halasova, Charles Harb, K. Hoffman, Jorge Jesuino, Aristotle Kantas, Lyudmila Karamushka, Rob Konopaske, Paul Koopman, Pavla Kruzela, Ersin Kusdil, Tomas Lenartowicz, Kwok Leung, Tock Keng Lim, Sigmar Malvezzi, Mark Meckler, Andrew Mogaji, Shahrenaz Mortazavi, John Munene, Yaotian Pan, Ken Parry, T. K. Peng, Dana Pop, Betty Jane Punnett, Mark Radford, Arja Ropo, Julie Rowney, Sunita Sadhwani, Jose Saiz, Grant Savage, T. N. Sinha, Ritch Sorenson, Elizabeth Steinbeis, Erna Szabo, Yumiko Taylor, Punyacha Teparakul, Aqeel Tirmizi, Sevda Tsvetanova, Martin Udwin, Conrad Viedge, Carolyn Wall, Zhongming Wang, Vladimir Yanchuk, and Irina Zinovieva Peter B. Smith, School of Psychology, University of Sussex, Falmer, Brighton BN1 9QG, United Kingdom. Email: psmith@sussex.ac.uk Abstract
2012-11-082018-01-092023-12-08bibliografisk kontrollert