Cultural Prototypes and Dimensions of Honor Cross, Susan E.; Uskul, Ayse K.; Gerçek-Swing, Berna ...
Personality & social psychology bulletin,
02/2014, Volume:
40, Issue:
2
Journal Article
Peer reviewed
Open access
Research evidence and theoretical accounts of honor point to differing definitions of the construct in differing cultural contexts. The current studies address the question “What is honor?” using a ...prototype approach in Turkey and the Northern United States. Studies 1a/1b revealed substantial differences in the specific features generated by members of the two groups, but Studies 2 and 3 revealed cultural similarities in the underlying dimensions of self-respect, moral behavior, and social status/respect. Ratings of the centrality and personal importance of these factors were similar across the two groups, but their association with other relevant constructs differed. The tripartite nature of honor uncovered in these studies helps observers and researchers alike understand how diverse responses to situations can be attributed to honor. Inclusion of a prototype analysis into the literature on honor cultures can provide enhanced coverage of the concept that may lead to testable hypotheses and new theoretical developments.
In this study, we propose that manager job insecurity will moderate the nature of the relationship between perceived overqualification and employee career‐related outcomes (career satisfaction, ...promotability ratings, and voluntary turnover). We tested our hypotheses using a sample of 124 employees and 54 managers working in a large holding company in Ankara, Turkey, collected across five time periods. The results suggested that average perceived overqualification was more strongly, and negatively, related to career satisfaction of employees when managers reported higher job insecurity. Furthermore, employee perceived overqualification was positively related to voluntary turnover when manager job insecurity was high. No direct or moderated effects were found for promotability ratings. Implications for overqualification and job insecurity literatures were discussed.
Although the success of team‐based organizations requires innovative behavior within and across teams, little research has considered how to foster both types of activity. This is problematic as ...strong team attachments such as team identification may have mixed effects on team innovative behavior, and may even negatively impact cross‐team innovative behavior. The present research explains these mixed effects through intra‐ and intergroup aspects of social identity theory and the concept of team reflexivity. Effects of team identification on team innovative behavior were expected to be contingent upon team reflexivity, such that team identification would be positively related to team innovative behavior only when team reflexivity was high. Where a team's innovative behavior involves working across team boundaries with other teams, i.e., cross‐team innovative behavior, this interaction between team identification and reflexivity was further expected to be qualified by perceived interdependence with another team. In a sample of 61 Turkish research and development (R&D) teams comprising 305 employees and 61 team leaders, the association between team identity and team innovative behavior was moderated by team reflexivity as predicted. Further, team identity was positively associated with cross‐team innovative behavior only when reflexivity and perceived interdependence between teams were both high, and negatively associated when reflexivity was low and perceived interdependence between teams was high.
Embracing American Culture Mok, Aurelia; Morris, Michael W.; Benet-Martínez, Verónica ...
Journal of cross-cultural psychology,
09/2007, Volume:
38, Issue:
5
Journal Article
Peer reviewed
Open access
This study examines the relationship between bicultural individuals' identity structure and their friendship network. A key dimension of identity structure for first-generation immigrants is the ...degree to which the secondary, host-culture identity is integrated into the primary, ethnic identity. Among first-generation Chinese Americans, regression analyses controlling for cultural identification strengths show that more integrated identity structures are associated with larger and more richly interconnected circles of non-Chinese friends.
The construct of individualism–collectivism (IND-COL) has become the definitive standard in cross-cultural psychology, management, and related fields. It is also among the most controversial, in ...particular, with regard to the ambiguity of its dimensionality: Some view IND and COL as the opposites of a single continuum, whereas others argue that the two are independent constructs. We explored the issue through seven different tests using original individual-level data from 50 studies and meta-analytic data from 149 empirical publications yielding a total of 295 sample-level observations that were collected using six established instruments for assessing IND and COL as separate constructs. Results indicated that the dimensionality of IND-COL may depend on (a) the specific instrument used to collect the data, (b) the sample characteristics and the cultural region from which the data were collected, and (c) the level of analysis. We also review inconsistencies, deficiencies, and challenges of conceptualizing IND-COL and provide guidelines for developing and selecting instruments for measuring the construct, and for reporting and meta-analyzing results from this line of research.
This study examines how transformational leaders influence research and development (R&D) workers' commitment to their organizations and leaders. The study investigates the mediating role of ...organizational justice (i.e., procedural and interactional) based on social exchange theory and the moderating role of span of control in this relationship. In a sample of 445 Turkish R&D personnel, the study finds that transformational leadership significantly influences followers' organizational commitment partially through procedural justice and their supervisory commitment partially through interactional justice. Second, the findings reveal that transformational leaders boost perceptions of procedural justice and organizational commitment when the span of control is relatively narrow. Interestingly, when the span of control is large, transformational leadership has significant positive effects on supervisory commitment, but no significant effects on organizational commitment among R&D workers.
This study investigates how the leader–follower agreement on authoritarian leadership influences the quality of communication experience with the leader across three countries: Taiwan, Turkey, and ...the U.S. We also examine the mediating role of the quality of communication in linking agreement on authoritarianism to subordinate in-role and extra-role performance. Our sample consisted of 674 Taiwanese, 409 Turkish, and 294 American employees and their leaders. The results demonstrate that in the U.S., the leader–follower agreement on this negative form of leadership has positive effects on the quality of communication. In Turkey, however, the leader–follower agreement on high levels of authoritarian leadership has a negative effect on interpersonal interactions. In Taiwan, agreement or disagreement on authoritarian leadership is not as important as in the U.S. or Turkey. We also found that the quality of communication experience was a significant mediating mechanism between the leader–follower agreement and follower performance in all three countries.
Studies of innovation have emphasized the importance of leadership for individual or team innovative behaviors, but have largely ignored cross-team innovative behaviors. Enhancing innovative ...behaviors across teams is particularly vital for organizations relying on large-scale, complex, and multiteam projects to compete in a dynamic environment. We extend the innovation literature by introducing benevolent leadership as an antecedent to innovative behavior within and across teams. We examine identification to the team and department as mediators based on social identity theory in a sample of 397 R&D employees (consisting of 68 teams). First, individuals reported that benevolent R&D leaders facilitate innovative behavior within their teams when employees are highly identified with these teams. Second, on average, teams reported that benevolent R&D leaders enhance their teams’ innovative behavior across the boundaries when these teams are highly identified with the R&D department. Finally, in contrast to social identity theory’s expectations, individuals reported that benevolent R&D leaders facilitate their innovative behaviors with other teams when employees are highly identified with their teams. The theoretical and practical implications of our findings along with suggestions for future research are discussed.
The first aim of this paper was to investigate how the traditional Protestant work ethic (PWE) and more contemporary work values (i.e., masculine, feminine, and entrepreneurship values) were related ...to one another, and differed across genders and two cultural contexts, namely Turkey and the U.S. The second aim was to elucidate the role of religiosity in PWE among the two cultural groups. Two hundred and sixty six American and 211 Turkish university students participated in this questionnaire study. The analyses examining cross-cultural differences revealed that Turkish university students reported greater scores in the PWE and all contemporary work values as compared to their American counterparts. For the Turkish sample, there were no gender-related differences in the PWE, whereas in the U.S. sample, men reported greater PWE scores than did women. With regard to gender differences in contemporary work values, our results showed that gender groups differed in feminine and entrepreneurship values in both cultural contexts; men emphasized femininity and entrepreneurship more than women in Turkey but the reverse was true in the U.S. Correlations between contemporary work values and the PWE illustrated that the PWE is associated with entrepreneurship and masculine values in both cultural contexts and with feminine values in the Turkish context. Finally, our results regarding the role of religiosity in PWE indicated that highly religious participants reported greater PWE scores than the less religious ones regardless of culture. Findings are discussed with reference both to differences in the two socio-cultural contexts and to recent change in the social structure of Turkish society.
The literature on the bright side of leadership has established that leaders differentiate among their followers. This paper examines a negative leadership style, authoritarian leadership (AL) and, ...based on group value and engagement models, proposes that AL differentiation softens the negative effects of mean AL on team cohesion, which in turn influences team and individual performance. Based on social comparison and justice theories, we also test the opposite effects of AL differentiation on these outcomes as a competing hypothesis. The results (multi-source cross-level data from 381 employees of 63 teams) support our main hypothesis but not the competing hypothesis. When team leaders exhibited authoritarian behaviors to all members (low differentiation), team cohesion decreased drastically, which reduced individual (in-role, extra-role, but not innovative performance) and team performance. In the high differentiation condition, the negative effects of mean AL via team cohesion on in-role and extra-role performance and team performance were alleviated.
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