Yih-teen Lee

Home Versus Host — Identifying With Either, Both, or Neither? The Relationship between Dual Cultural Identities and Intercultural Effectiveness

The present study examines the relationship between dual cultural identities and intercultural effectiveness. Upon the evidence of the regulating effects of cultural identities on individuals’ cognitive, affective, and behavioral responses to cultural stimuli, we argue that cultural identities cast non-negligible influence on intercultural effectiveness. Focusing on the distinction between identity to one’s cultural origin and identity to host culture, we hypothesize that individuals high on both identities are more effective than those low on both of them, followed by those high on one of the identities but low on the other. We apply polynomial regression and the response surface method to data collected from managers and workers with international experience (n = 82), in order to better capture the relationship between dual cultural identities and various aspects of intercultural effectiveness. The hypotheses are generally supported. Theoretical and practical implications for further capitalizing on such knowledge are discussed. Pays d’origine et pays d’accueil — s’identifier à l’un ou l’autre, aux deux ou à aucun des deux ? La relation entre la double identité culturelle et l’efficacité interculturelle (Yih-teen Lee) Cette étude examine la relation entre la double identité culturelle et l’efficacité interculturelle. En nous appuyant sur les preuves des effets régulateurs de l’identité culturelle sur les réponses cognitives, affectives et comportementales aux stimuli culturels, nous défendons la thèse que l’identité culturelle a une influence non négligeable sur l’efficacité interculturelle. Nous axant sur la distinction entre l’identité culture d’origine et l’identité culturelle d’accueil, nous émettons comme hypothèse que les individus ayant un score élevé sur leurs deux identités sont plus efficaces que ceux dont le score est faible sur leurs deux identités, suivi par ceux ayant un score élevé sur l’une et faible sur l’autre. Nous utilisons la régression polynomiale et la méthode des surfaces de réponse aux données recueillies auprès de managers et d’employés ayant une expérience internationale (n = 82), afin de mieux saisir la relation entre la double identité culturelle et divers aspects de l’efficacité interculturelle. Les hypothèses s’avèrent globalement justes. Les implications théoriques et pratiques qu’il y aurait à capitaliser plus encore sur cette connaissance sont ensuite abordées.

When Preference Is Not Satisfied but the Individual Is: How Power Distance Moderates Person–Job Fit

One aspect of person–job fit reflects congruence between personal preferences and job design; as congruence increases so should satisfaction. The authors hypothesized that power distance would moderate whether fit is related to satisfaction with degree of job formalization. They obtained measures of job formalization, fit, and satisfaction, as well as organizational commitment, from employees (N = 772) in a multinational firm with subsidiaries in six countries. Confirming previous findings, individuals from low-power-distance cultures were most satisfied with increasing fit. However, the extent to which individuals from high-power-distance cultures were satisfied did not necessarily depend on increasing fit but mostly on whether the degree of formalization received was congruent with cultural norms. Irrespective of culture, satisfaction with formalization predicted a broad measure of organizational commitment. Apart from the novel extension of fit theory, the authors show how moderation can be tested in the context of polynomial response surface regression and how specific hypotheses can be tested regarding different points on the response surface.

HOW DO NEWCOMERS FIT IN? THE DYNAMICS BETWEEN PERSON- ENVIRONMENT FIT AND SOCIAL CAPITAL ACROSS CULTURES

This paper integrates the concepts of person—environment (PE) fit and social capital and examines the social dynamics of organizational newcomers’ development of fit with their new environment in the light of national cultural variations. Specifically, we present a conceptual framework that illustrates how newcomers fit in with their work environment in terms of person—job (PJ) and person—organization (PO) fit through their building and exercising of social capital. We suggest that newcomers’ initial fit with their direct supervisor (i.e. PS fit) and their immediate work group fit (i.e. PG fit) will help them to develop structural and relational social capital in the organization, which in turn facilitate the development of greater PJ and PO fit. Acknowledging that social processes are culture-bound, we also examine the moderating effects of individualism/collectivism and power distance on the process of developing PE fit, and we provide insights for both scholars and managers in applying the model. Comment les nouveaux arrivants s’intègrent-ils ? La dynamique entre le fit personne/environnement et le capital social dans différentes cultures Yih-teen Lee, B. Sebastian Reiche et Dongmei Song Cet article intègre les concepts de P/E fit (comptabilité individu/environnement) et de capital social et examine la dynamique sociale du développement de l’adéquation des nouveaux arrivants organisationnels à leur nouvel environnement à la lumière des variations culturelles nationales. Plus spécifiquement, nous présentons un cadre conceptuel qui illustre comment les nouveaux arrivants s’adaptent à leur environnement de travail en fonction du fit individu-travail (PT fit) et du fit individu-organisation (PO fit) grâce à la construction et à l’exercice de leur capital social. Nous suggérons que l’adéquation initiale des nouveaux arrivants à leur superviseur (PS fit) et à leur groupe de travail immédiat (PG fit) les aide à développer un capital social structurel et relationnel au sein de l’organisation, ce qui à son tour va faciliter le développement d’une meilleure congruence PJ et PO. Reconnaissant que les processus structurels sont ancrés dans la culture, nous examinons aussi les effets modérateurs de l’individualisme/collectivisme et la distance hiérarchique sur le processus de développement du PE fit et donnons enfin aux chercheurs et aux managers des idées d’application de notre modèle.

Global Work in the Multinational Enterprise New Avenues and Challenges for Strategically Managing Human Capital Across Borders

As today’s business activities have largely transcended national boundaries, global forms of work become an increasingly common phenomenon in multinational enterprises (MNEs). Such global work arrangements are defined as situations in which employees who are collaborating with each other are not only culturally diverse but often also geographically distant from one another and thus embedded in different national cultures and contexts (Hinds, Liu, & Lyon, 2011). The presence of cultural, linguistic, spatial, and temporal distances involved in global work—as well as distinct political, economic, and societal institutions— make the coordination of work and the management of people within MNEs particularly challenging (Aycan, 2005; Brock, Shenkar, Shoham, & Siscovick, 2008; Edwards & Kuruvilla, 2005; Kostova & Roth, 2002; Raghuram, Garud, Wiesenfeld, & Gupta, 2001; Welch & Welch, in press). These firms hence face pressures to continually realign their human resource (HR) systems with strategies aiming at operating in a global context. Moreover, identifying, attracting, developing, managing, and retaining talent capable of effectively handling global complexity is of critical importance for MNEs and their HR management (HRM) systems (Farndale, Scullion, & Sparrow, 2010). Within the fields of international business (IB) and HRM, global work, strategic HRM, and global talent management have thus far remained largely separate research streams. Existing IB research has mainly focused on the strategic design and local adaptation of HRM systems (e.g., Rosenzweig & Nohria, 1994; Schuler & Rogovsky, 1998), the role of HRM as an antecedent to MNE-level outcomes (e.g., Caligiuri, 2014), and the management of international assignments (e.g., Reiche, Kraimer, & Harzing, 2011; Wang, Tong, Chen, & Kim, 2009). Existing HR research has largely focused on potential cultural differences in responses to HR policies and practices as well as the appropriateness of global versus local HR strategies. While previous research has significantly contributed to the academic debate and progress of 602217 JOM41710.1177/0149206315602217Journal of Management research-article2015

Effects of personality and gender on self-other agreement in ratings of leadership

We explore the role of leader personality (i.e., the Big 5 traits: Conscientiousness, Agreeableness, Openness, Extraversion, and Neuroticism) and gender in self–other (dis)agreement (SOA) in ratings of leadership. We contend that certain aspects of the leaders persona may be more or less related to self- or other-ratings of the leaders behaviour if those aspects are (1) more or less observable by others, (2) more or less related to internal thoughts versus external behaviours, (3) more or less prone to self-enhancement or self-denigrating biases, or (4) more or less socially desirable. We utilize statistical methodologies that capture fully the effects of multiple independent variables on the congruence between two dependent variables (Edwards, 1995, Organizational Behavior and Human Decision Processes, 64, 307), which previously have not been applied to this area of research. Our results support hypotheses predicting less SOA as leader Conscientiousness increases and greater SOA as Agreeableness and Neuroticism increase. Additionally, we found gender to be an important factor in SOA; female leaders exhibited greater SOA than did their male counterparts. We discuss the implications of these findings, limitations, and future research directions.

Connecting Across Cultures: An Empirical Examination of Multicultural Individuals as Global Leaders

Abstract Global leadership involves the ability to connect with individuals from different cultures. Connecting is an actionable process that creates mutual understanding, positive feeling, and a common approach to collaborate. Forming interpersonal connections can be an effective way for global leaders to cut across cultural differences as it is based on a universal human need for belonging. Our study aims to understand the specific actions global leaders engage in to connect with people across cultures. Furthermore, we examine how identity experiences of multicultural individuals contributed to their capabilities of connecting with people from different cultures in their role of global leader. Through a qualitative analysis of in-depth interviews with multicultural individuals in global leadership positions, we develop a model of connecting across cultures involving specific leadership actions that lead to emotive, cognitive, and behavioral dimensions for connection. Our model also illustrates how multicultural identity experiences equip global leaders with qualities such as empathy, perspective-taking, and integration, which enable them to engage in actions for connecting to people across cultures. The research in this chapter contributes to a better understanding of global leadership with novel insights into how global leaders connect to people and sheds light on the advantages of multicultural identity experiences in this process.

How Learning Goal Orientation Fosters Leadership Recognition in Self‐Managed Teams: A Two‐Stage Mediation Model

Defined as a mental framework for how individuals interpret and respond to achievement situations, learning goal orientation (LGO) has received increasing attention in organisational research. However, its effect on leadership, especially in contexts absent of formal leadership, remains understudied. Drawing on social exchange theory, we propose and test an individual-level two-stage process model of generalised exchange linking LGO and leadership recognition in self-managed teams. Specifically, we posit that learning-oriented individuals will tend to feel safer in self-managed teams, which will enable and sustain their engagement in contextual role behavior. Such behavior, in turn, will be reciprocated with recognition of these individuals as leaders. We use a multiphase, multi-informant approach (n = 287), and we find that felt safety mediates the effect of LGO on contextual role behavior, but that contextual role behavior alone does not mediate the effect of LGO on leadership recognition. LGO has an indirect effect on leadership recognition through the joint mediation of felt safety and contextual role behavior. Our results offer insight on the link between LGO and leadership, with practical implications for people working in self-managed teams.

Collective Global Leadership in Self-Managed Multicultural Teams: The Role of Team Goal Orientation

Abstract Arguing that it is necessary to look into specific global leadership processes in specific contexts, this article focuses on collective global leadership in self-managed multicultural teams using an input-process-output model. Building on a study of nationally and culturally diverse self-managed teams, our work demonstrates that collective global leadership in these teams is critical for team performance (output). Our study also examines some of the affective or attitudinal antecedents of collective global leadership in self-managed multicultural teams (process) and their members’ goal orientations (input). Our findings suggest that a team learning orientation may greatly help multicultural teams overcome the liability of cultural diversity, create a positive intra-team environment, and enable collective global leadership. Our research also suggests that team performance orientation moderates the above effects.

Global Leadership in Multicultural Teams

As business activities become increasingly globalized, there is an urgent need for global leadership to ensure effective collaboration across national boundaries. Global leadership can be defined as the process of influencing the thinking, attitudes, and behaviors of a global community to work together synergistically toward a common vision and common goal (Beechler and Javidan, 2007; Bird, Mendenhall, Stevens, and Oddou, 2010; Osland, 2008). Scholars have identified key competencies of global leadership, such as global knowledge, inquisitiveness, resilience, cognitive complexity, cosmopolitanism, mindful communication, multicultural teaming, and building community and social capital (Bird and Osland, 2004; Morrison, 2000; Osland, 2008). To make these broad concepts actionable, however, it is necessary to translate them into concrete behaviors in defined contexts. This chapter focusses specifically on global leadership in multicultural teams, and discusses its various facets and development.

Asian Reversalism: An Alternative Approach to Career Development

In recent years, Western models of career planning have typically promoted the “fast track,” an accelerated approach to career development (CD) that encourages new recruits to advance quickly through their company’s functional and managerial hierarchies in pursuit of high positions of rank and authority (Hall & Moss, 1998; Reitman & Schneer, 2003). The model is especially attractive to novice, yet talented, employees who seek to accelerate the upward movements and paths of their careers. However, is rapid upward career movement the optimum way for employees and their organizations to consider the issue of CD? The aim of this chapter is to challenge both the linear direction and the anticipaLed speed of the fast-Lrack approach.