Pub Date : 2023-07-17DOI: 10.1177/14705958231188807
K. Leifels, R. Zhang
It is empirically found that cultural diversity can influence group dynamics and social resources and demands. This study aims to explore if and how the effects of social demands and resources vary across teams of different levels of cultural diversity in the form of team compositions. This study proposes a research model to examine the associations between social demands (i.e., a lack of trust and accountability, misunderstanding and disagreement), social resources (i.e., managerial support and a positive team environment) and wellbeing impairments and empirically tests the model across three different team compositions. The sample is composed of 1049 participants who completed an online survey, working in either monocultural teams (i.e., one nationality only), bicultural teams (i.e., two nationalities), or multicultural teams (i.e., three or more nationalities). Multigroup structural equation modelling (SEM) was adopted to analyze the data and to perform cross-group comparison. The results show that the cultural composition of the team does influence the relationship between social demands and individual team members’ wellbeing. A lack of trust and accountability was found to be a significant predictor of wellbeing impairments in only mono- and bicultural teams, not in multicultural teams. Misunderstanding and disagreement was found to be positively associated with wellbeing impairments only in multicultural work teams, not in bi- or monocultural teams. No differences were found when comparing the effects of social resources on individual team members’ wellbeing between the three different types of teams.
{"title":"Cultural diversity in work teams and wellbeing impairments: A stress perspective","authors":"K. Leifels, R. Zhang","doi":"10.1177/14705958231188807","DOIUrl":"https://doi.org/10.1177/14705958231188807","url":null,"abstract":"It is empirically found that cultural diversity can influence group dynamics and social resources and demands. This study aims to explore if and how the effects of social demands and resources vary across teams of different levels of cultural diversity in the form of team compositions. This study proposes a research model to examine the associations between social demands (i.e., a lack of trust and accountability, misunderstanding and disagreement), social resources (i.e., managerial support and a positive team environment) and wellbeing impairments and empirically tests the model across three different team compositions. The sample is composed of 1049 participants who completed an online survey, working in either monocultural teams (i.e., one nationality only), bicultural teams (i.e., two nationalities), or multicultural teams (i.e., three or more nationalities). Multigroup structural equation modelling (SEM) was adopted to analyze the data and to perform cross-group comparison. The results show that the cultural composition of the team does influence the relationship between social demands and individual team members’ wellbeing. A lack of trust and accountability was found to be a significant predictor of wellbeing impairments in only mono- and bicultural teams, not in multicultural teams. Misunderstanding and disagreement was found to be positively associated with wellbeing impairments only in multicultural work teams, not in bi- or monocultural teams. No differences were found when comparing the effects of social resources on individual team members’ wellbeing between the three different types of teams.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2023-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49044215","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-12DOI: 10.1177/14705958231188621
Jasmin Mahadevan, Jakob Steinmann
This article proposes a creative approach to cultural intelligence, as an individual’s capability to function effectively under the condition of cultural diversity. Virtual team collaboration, as stimulated by the COVID-19 pandemic, constitutes a novel, culturally diverse context. We explore how cultural intelligence may shed light onto the requirements of post-COVID virtual and hybrid team collaboration. The contribution of this article to cross-cultural management studies is thus conceptual: by using the concept of cultural intelligence creatively and beyond its classic application, we exemplify a way in which cross-cultural management studies remain relevant, in an increasingly virtual world of work wherein people travel less to other countries, wherein collaboration takes place online and remotely, and wherein national cultural boundaries intersect with other cultural diversity factors.
{"title":"Cultural intelligence and COVID-induced virtual teams: Towards a conceptual framework for cross-cultural management studies","authors":"Jasmin Mahadevan, Jakob Steinmann","doi":"10.1177/14705958231188621","DOIUrl":"https://doi.org/10.1177/14705958231188621","url":null,"abstract":"This article proposes a creative approach to cultural intelligence, as an individual’s capability to function effectively under the condition of cultural diversity. Virtual team collaboration, as stimulated by the COVID-19 pandemic, constitutes a novel, culturally diverse context. We explore how cultural intelligence may shed light onto the requirements of post-COVID virtual and hybrid team collaboration. The contribution of this article to cross-cultural management studies is thus conceptual: by using the concept of cultural intelligence creatively and beyond its classic application, we exemplify a way in which cross-cultural management studies remain relevant, in an increasingly virtual world of work wherein people travel less to other countries, wherein collaboration takes place online and remotely, and wherein national cultural boundaries intersect with other cultural diversity factors.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2023-07-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43963751","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-30DOI: 10.1177/14705958231187473
Abel P Lee
Since its introduction less than two decades ago, cultural intelligence (CQ) has emerged as a new field of research against the backdrop of globalization to advance our understanding of the required capabilities for individuals and firms to function effectively in contexts characterized by cultural complexity. Despite its recognition as an independent factor within a multi-loci framework of intelligences influencing individual and organizational outcomes, CQ’s nature and conceptualization on the three levels of analysis currently identified are still ambiguous. Consequently, CQ’s associations with proposed outcomes are also undertheorized. Upon a review of the literature, this paper will advance three main arguments, First, aside from the original individual level, clarification is required for CQ on the team and firm levels as to whether it is a collective manifestation of individual CQ or something entirely different. Second, organizational outcomes related to CQ have not been fully imagined, particularly in the contexts of transformations of organizational structures and leadership configurations in the modern economy. Third, the current theoretical framework and future research agenda can be enriched by adding an ethical dimension and a meta-firm level of analysis.
{"title":"Cultural intelligence as a predictor of organizational outcome","authors":"Abel P Lee","doi":"10.1177/14705958231187473","DOIUrl":"https://doi.org/10.1177/14705958231187473","url":null,"abstract":"Since its introduction less than two decades ago, cultural intelligence (CQ) has emerged as a new field of research against the backdrop of globalization to advance our understanding of the required capabilities for individuals and firms to function effectively in contexts characterized by cultural complexity. Despite its recognition as an independent factor within a multi-loci framework of intelligences influencing individual and organizational outcomes, CQ’s nature and conceptualization on the three levels of analysis currently identified are still ambiguous. Consequently, CQ’s associations with proposed outcomes are also undertheorized. Upon a review of the literature, this paper will advance three main arguments, First, aside from the original individual level, clarification is required for CQ on the team and firm levels as to whether it is a collective manifestation of individual CQ or something entirely different. Second, organizational outcomes related to CQ have not been fully imagined, particularly in the contexts of transformations of organizational structures and leadership configurations in the modern economy. Third, the current theoretical framework and future research agenda can be enriched by adding an ethical dimension and a meta-firm level of analysis.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2023-06-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48446127","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-27DOI: 10.1177/14705958231185432
A. Bartel-Radic, F. Munch
How can global team leaders effectively span boundaries between highly diverse and distant team members, manage cross-cultural conflict, and foster team performance? Global team leadership continues to face persistent challenges, and while the boundary spanning literature has identified relevant characteristics, traits, competencies, and skills of effective boundary spanners, it says little about boundary spanning activities. This paper proposes new contributions to this question through an ethnographic case study of a highly successful global R&D project team. Over the course of the 2-year project, three conflict situations were resolved through cross-cultural boundary spanning activities. From an ethnographic perspective, the dynamics at work are described in detail. To better understand these dynamics, the paper draws on loosely coupled systems theory by asking how structural and cultural coupling can facilitate boundary spanning activities. In doing so, the paper extends the theory of boundary spanning and global team leadership and connects boundary spanning with loosely coupled systems theory. The contributions relate to four main propositions: effective global team leaders span intra-team boundaries through coupling activities; task-related “structural coupling” and relationship-related “cultural coupling” are interdependent; effective boundary spanning combines tight structural and loose cultural coupling; and boundary spanning objects and agents enhance coupling activities.
{"title":"Cross-cultural boundary spanning activities in a global team: Insights from an ethnographic case study","authors":"A. Bartel-Radic, F. Munch","doi":"10.1177/14705958231185432","DOIUrl":"https://doi.org/10.1177/14705958231185432","url":null,"abstract":"How can global team leaders effectively span boundaries between highly diverse and distant team members, manage cross-cultural conflict, and foster team performance? Global team leadership continues to face persistent challenges, and while the boundary spanning literature has identified relevant characteristics, traits, competencies, and skills of effective boundary spanners, it says little about boundary spanning activities. This paper proposes new contributions to this question through an ethnographic case study of a highly successful global R&D project team. Over the course of the 2-year project, three conflict situations were resolved through cross-cultural boundary spanning activities. From an ethnographic perspective, the dynamics at work are described in detail. To better understand these dynamics, the paper draws on loosely coupled systems theory by asking how structural and cultural coupling can facilitate boundary spanning activities. In doing so, the paper extends the theory of boundary spanning and global team leadership and connects boundary spanning with loosely coupled systems theory. The contributions relate to four main propositions: effective global team leaders span intra-team boundaries through coupling activities; task-related “structural coupling” and relationship-related “cultural coupling” are interdependent; effective boundary spanning combines tight structural and loose cultural coupling; and boundary spanning objects and agents enhance coupling activities.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2023-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45776552","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-15DOI: 10.1177/14705958231183636
Chun-Hsiao Wang
There has been a growing consensus about the importance of host country nationals (HCNs) to the effectiveness of expatriates. This study adds to the knowledge base in the literature by introducing HCNs’ domestic cross-cultural work experiences (DCCWEs; i.e., experiences acquired in the home country, without leaving the country) as a construct worthy of attention and examining their relationships with HCN socializing behaviors toward expatriates. Based on two-wave survey data from 226 HCN participants who were working with at least one expatriate in his or her organization in Taiwan, this study finds that HCNs’ work assistance to expatriates increases their social support to expatriates. HCNs’ DCCWEs increase motivational cultural intelligence and work assistance to expatriates. Motivational cultural intelligence mediated the relationships between HCNs’ DCCWEs and both work assistance and social support to expatriates. More specifically, an additional analysis found that HCNs’ motivational cultural intelligence and work assistance to expatriates sequentially mediated the relationship between DCCWEs and social support to expatriates.
{"title":"Host country nationals’ domestic cross-cultural work experiences: A new construct and linkage to socializing behaviors toward expatriates","authors":"Chun-Hsiao Wang","doi":"10.1177/14705958231183636","DOIUrl":"https://doi.org/10.1177/14705958231183636","url":null,"abstract":"There has been a growing consensus about the importance of host country nationals (HCNs) to the effectiveness of expatriates. This study adds to the knowledge base in the literature by introducing HCNs’ domestic cross-cultural work experiences (DCCWEs; i.e., experiences acquired in the home country, without leaving the country) as a construct worthy of attention and examining their relationships with HCN socializing behaviors toward expatriates. Based on two-wave survey data from 226 HCN participants who were working with at least one expatriate in his or her organization in Taiwan, this study finds that HCNs’ work assistance to expatriates increases their social support to expatriates. HCNs’ DCCWEs increase motivational cultural intelligence and work assistance to expatriates. Motivational cultural intelligence mediated the relationships between HCNs’ DCCWEs and both work assistance and social support to expatriates. More specifically, an additional analysis found that HCNs’ motivational cultural intelligence and work assistance to expatriates sequentially mediated the relationship between DCCWEs and social support to expatriates.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2023-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41583395","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-08DOI: 10.1177/14705958231180044
Nasreen Sultana, A. Pekerti, T. Okimoto, Charmine E J Härtel
This paper investigated immigrant groups’ attributes as factors inhibiting immigrants’ career development and progression vis-à-vis local-born-mainstream-groups. Drawing on the Stereotype Content Model (SCM) of warmth and competence, we examined perceptual cues (surface-diversity) and factors that act as career progression barriers. Results revealed race (white, non-white) and accents, rather than immigrant-status, were largely responsible for perceiving barriers. Immigrant non-white managers had more limited access than immigrant white managers to informal networking, mentoring and career support irrespective of their immigrant-status. Immigrant managers did not identify perceptual biases as factors that shape their unequal access to career development opportunities, suggesting a gap between experienced and perceived bias. SCM’s interdisciplinary theoretical implications are discussed contributing to diversity management practices in international contexts.
{"title":"The effect of race and foreign accent on managers’ career progression","authors":"Nasreen Sultana, A. Pekerti, T. Okimoto, Charmine E J Härtel","doi":"10.1177/14705958231180044","DOIUrl":"https://doi.org/10.1177/14705958231180044","url":null,"abstract":"This paper investigated immigrant groups’ attributes as factors inhibiting immigrants’ career development and progression vis-à-vis local-born-mainstream-groups. Drawing on the Stereotype Content Model (SCM) of warmth and competence, we examined perceptual cues (surface-diversity) and factors that act as career progression barriers. Results revealed race (white, non-white) and accents, rather than immigrant-status, were largely responsible for perceiving barriers. Immigrant non-white managers had more limited access than immigrant white managers to informal networking, mentoring and career support irrespective of their immigrant-status. Immigrant managers did not identify perceptual biases as factors that shape their unequal access to career development opportunities, suggesting a gap between experienced and perceived bias. SCM’s interdisciplinary theoretical implications are discussed contributing to diversity management practices in international contexts.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2023-06-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43564359","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-08DOI: 10.1177/14705958231180049
Wolfgang Messner
The feeling of well-being differs across cultural contexts and can be understood from the perspective of personal value priorities. This study uses a multilevel model with a sample of 324,204 people from 31 European countries and shows that the values conformity, tradition, benevolence, self-direction, and hedonism exert a positive average influence, whereas universalism and power exert a negative average influence on subjective well-being. Comparing similar value-outcome relationships in multiple countries simultaneously reveals that the geographical boundaries of a country strongly influence the kind of role values play, with very different and sometimes opposing effects across countries. The study also considers how subjective well-being is related to the fit of personal value priorities with the prevailing values in the environment. While value incongruency is negatively related to well-being in Cyprus, Germany, Spain, Greece, Lithuania, and Ukraine, it has a positive effect in other countries in the eastern and northern parts of Europe.
{"title":"Being happy. The role of personal value priorities in subjective well-being across European countries","authors":"Wolfgang Messner","doi":"10.1177/14705958231180049","DOIUrl":"https://doi.org/10.1177/14705958231180049","url":null,"abstract":"The feeling of well-being differs across cultural contexts and can be understood from the perspective of personal value priorities. This study uses a multilevel model with a sample of 324,204 people from 31 European countries and shows that the values conformity, tradition, benevolence, self-direction, and hedonism exert a positive average influence, whereas universalism and power exert a negative average influence on subjective well-being. Comparing similar value-outcome relationships in multiple countries simultaneously reveals that the geographical boundaries of a country strongly influence the kind of role values play, with very different and sometimes opposing effects across countries. The study also considers how subjective well-being is related to the fit of personal value priorities with the prevailing values in the environment. While value incongruency is negatively related to well-being in Cyprus, Germany, Spain, Greece, Lithuania, and Ukraine, it has a positive effect in other countries in the eastern and northern parts of Europe.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2023-06-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43696233","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-16DOI: 10.1177/14705958231165375
T. Jackson
{"title":"Engaging with contemporary issues: Cross-cultural management and the climate crisis","authors":"T. Jackson","doi":"10.1177/14705958231165375","DOIUrl":"https://doi.org/10.1177/14705958231165375","url":null,"abstract":"","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2023-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42040011","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-06DOI: 10.1177/14705958231155009
Dana McDaniel Sumpter, C. Gibson
As culturally different individuals work together, energy may be employed as a resource towards building and sustaining a work relationship. However, current scholarship on energy at work and relational energy fail to take into account cultural considerations. To address this gap, we develop novel theory that distinguishes amongst various forms of energy to explicate how they are differentially interpreted in interactions based on cultural orientation. Integrating theories of interaction rituals and energy at work, our theorizing calls into question common assumptions in prior literature which privilege certain forms of energy expression (such as high intensity) over others (such as calm restraint). We further theorize that energy becomes a resource when culturally-different relationship partners go through a process of discovery as they interact, in which they learn about their partner’s energy contributions and communication preferences. Through adaptation, intercultural partners can then establish an equilibrium, or balanced state, of energy contributions to their interactions. The relational energy gained from reaching this equilibrium replenishes personal resources used in interdependent work with culturally diverse others. We explain how such resource enhancement plays a critical role in sustaining high quality interdependent work in multicultural organizations.
{"title":"Enhancing work relationships across cultures: The role of energy in cross-cultural work interactions","authors":"Dana McDaniel Sumpter, C. Gibson","doi":"10.1177/14705958231155009","DOIUrl":"https://doi.org/10.1177/14705958231155009","url":null,"abstract":"As culturally different individuals work together, energy may be employed as a resource towards building and sustaining a work relationship. However, current scholarship on energy at work and relational energy fail to take into account cultural considerations. To address this gap, we develop novel theory that distinguishes amongst various forms of energy to explicate how they are differentially interpreted in interactions based on cultural orientation. Integrating theories of interaction rituals and energy at work, our theorizing calls into question common assumptions in prior literature which privilege certain forms of energy expression (such as high intensity) over others (such as calm restraint). We further theorize that energy becomes a resource when culturally-different relationship partners go through a process of discovery as they interact, in which they learn about their partner’s energy contributions and communication preferences. Through adaptation, intercultural partners can then establish an equilibrium, or balanced state, of energy contributions to their interactions. The relational energy gained from reaching this equilibrium replenishes personal resources used in interdependent work with culturally diverse others. We explain how such resource enhancement plays a critical role in sustaining high quality interdependent work in multicultural organizations.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2023-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47514535","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-02DOI: 10.1177/14705958231155014
Ajay V. Somaraju
Using a social motives framework, I tested two process models that linked ethical beliefs of Relativism and Idealism to conflict resolution preferences of Compromise and Forcing through social values (Face, Collectivism, Dignity, and Honor). Cultural relativity of the models was assessed across three-cultural subgroups (Confucian, Hindu, and Aristotelian). Results revealed that the process model for Idealism held across cultures as Idealism was indirectly related to Forcing through Dignity and Honor. However, the results suggested that the process model for Relativism differed across cultural groups as Relativism was indirectly related to Compromise through both Face and Collectivism for Confucian cultures, but indirectly related to Compromise through Collectivism for Hindu cultures, and indirectly related to Compromise through Face for Aristotelian cultures. By examining the relationships between ethical beliefs and social values commonly attributed to cultural differences in conflict resolution preferences, the study disentangles the culture-specific and culture-free relationships which are important to resolving interpersonal conflict.
{"title":"Cultural differences in ethics and values during conflict resolution: A disentangling approach","authors":"Ajay V. Somaraju","doi":"10.1177/14705958231155014","DOIUrl":"https://doi.org/10.1177/14705958231155014","url":null,"abstract":"Using a social motives framework, I tested two process models that linked ethical beliefs of Relativism and Idealism to conflict resolution preferences of Compromise and Forcing through social values (Face, Collectivism, Dignity, and Honor). Cultural relativity of the models was assessed across three-cultural subgroups (Confucian, Hindu, and Aristotelian). Results revealed that the process model for Idealism held across cultures as Idealism was indirectly related to Forcing through Dignity and Honor. However, the results suggested that the process model for Relativism differed across cultural groups as Relativism was indirectly related to Compromise through both Face and Collectivism for Confucian cultures, but indirectly related to Compromise through Collectivism for Hindu cultures, and indirectly related to Compromise through Face for Aristotelian cultures. By examining the relationships between ethical beliefs and social values commonly attributed to cultural differences in conflict resolution preferences, the study disentangles the culture-specific and culture-free relationships which are important to resolving interpersonal conflict.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2023-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46017057","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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