Mary F. Sully de Luque

Insights from Project GLOBE: Extending global advertising research through a contemporary framework

Numerous calls have been made for further application of the Project GLOBE cultural framework (cf. House et al . 2004) in the global advertising literature (e.g. Terlutter et al. 2006; Okazaki & Mueller 2007; Diehl et al. 2008b). Similarly, we argue that the present literature could benefit from greater inclusion of the cross-cultural theoretical framework and empirical findings from the GLOBE study to understand societal-level cultural variability between and among consumers across the world. This paper introduces and explores the major findings of the GLOBE study, then reviews the extant advertising literature that has incorporated aspects of GLOBE. Additionally, further application of the GLOBE framework is suggested that may help advance the advertising discipline. Five broad research questions are developed that are intended to guide future global advertising research.

The upside of cultural differences: Towards a more balanced treatment of culture in cross-cultural management research

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.

Women’s participation in entrepreneurial and political leadership: The importance of culturally endorsed implicit leadership theories

This paper explores how globally endorsed leadership behaviors affect women’s involvement in leadership by empirically examining the impact of Project GLOBE’s culturally endorsed implicit leadership theories on a sample of female business and political leaders. The study examines two continuous dependent variables provided by the World Bank: Female Seats in National Parliaments (%) and Self-employed Females (% of Total Self-employment). Regression analysis was used to test the viability of the culturally endorsed implicit leadership theories as possible predictors of women’s participation in leadership. The results indicate that charismatic leadership and self-protective leadership are predictors of women’s leadership participation but in different ways; the former has a positive effect for participation in both leadership (political and business) contexts, and the latter has a negative effect only on political leadership participation.

Motives for Helping: Exploring Cultural Influences on Extra‐Role Behavior

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.

Implicit Motives, Leadership, and Follower Outcomes An Empirical Test of CEOs

We examined implicit or subconscious antecedents of CEO behavior and the effects on their direct subordinates. Specifically, we explored the relationships between (a) power, achievement, and affiliation motives and (b) charismatic, instrumental, and participative leadership behaviors. We then examined the influence of leadership types on three outcomes: follower motivation, performance, and teamwork. Based on analyses of interviews and surveys of 28 CEOs and 56 of their immediate followers (2 per CEO; members of the senior management team), the results indicate that only charismatic leadership relates positively to all three outcomes. Subconscious power motive relates negatively to charismatic and instrumental leadership; subconscious need for affiliation relates negatively to charismatic leadership; and subconscious need for achievement relates positively to instrumental and participative leadership. We conclude with a discussion of the implications and limitations of the study.

Staying on track: The buffering effect of culture on leadership strength and derailment potential

This paper examines the notion that derailment potential and leadership strength are complex but related to facets of leadership development and effectiveness. Using data from 766 managers from two subsidiaries in Japan and US, the authors argue that managers can develop leadership strength to guard against some aspects of derailment. Further, the paper shows that aspects of culture have a buffer effect on relationships of leadership strength and derailment. The relationship between leadership strength and derailment was found to be stronger in US than in Japan. Implications of the findings are discussed for talent management practices and cross-cultural studies.

Cross-Cultural Training in Industrial and Organizational Psychology

The focus of this article is on the current state of the literature in cross-cultural training in Industrial–Organizational Psychology. There has been over four decades of research on cross-cultural training; however, the increasing globalization of organizations has presented new challenges in the past decade that need further review. Future areas of cross-cultural training are discussed in relation to issues such as cultural intelligence, virtual teams, and a framework for global leadership.

Founder CEO and agent CEO self-interest

Stewardship theory suggests that CEOs whose interests are intrinsically aligned with the firm and who are granted more autonomy will curb their self-interested behaviors and act in ways that benefit the firm. In this study, we contrast subordinate perceptions of the other-regarding behaviors of agent CEOs with founder CEOs. We also examine the relationship between these perceived CEO behaviors and employee willingness to sacrifice for the firm. Consistent with our hypotheses, we find that founder CEOs are less likely to be perceived as displaying other-regarding behaviors, and these behaviors are in turn related to employee willingness to sacrifice. Implications for both stewardship and agency theory are discussed.