Power distance and dwts Nicholls et al. (1999 )study of SDWT in Mexico Why are teams failing in a highly collectivist culture such as mexico? Major challenges in implementing SDWTS Workers expect to exercise little control over work and not to be involved in decision making Expect clear instructions from the top and are not highly motivated by opportunity to initiate and take larger responsibility Can SDWT work in high-PD cultures? How? ii 21 Cross-Cultural Management
Cross-Cultural Management 21 Power Distance and SDWTs Nicholls et al. (1999) study of SDWT in Mexico: • Why are teams failing in a highly collectivist culture such as Mexico? • Major challenges in implementing SDWTs • Workers expect to exercise little control over work and not to be involved in decision making • Expect clear instructions from the top and are not highly motivated by opportunity to initiate and take larger responsibility • Can SDWT work in high-PD cultures? How?
Interpersonal Relationships Individualists tend to have more friends but with lesser intensity level Collectivists tend to have less friends but with higher intensity level Individualists are less suspicious towards out group members and easier to make initial contact Collectivists have stronger bonds with in-group members Cross-Cultural Management
Cross-Cultural Management 22 Interpersonal Relationships • Individualists tend to have more friends, but with lesser intensity level; • Collectivists tend to have less friends, but with higher intensity level. • Individualists are less suspicious towards outgroup members and easier to make initial contact; • Collectivists have stronger bonds with in-group members
Differential Group Processes Conformity: who is more conforming? Formalregulated participation vs spontaneous Social loafing versus social striving Preferences for group VS individual rewards Equality you deserve what you get)Vs Equity (you get what you deserve)VS. Need based decisions( to all according to their needs 23 Cross-Cultural Management
Cross-Cultural Management 23 Differential Group Processes • Conformity: who is more conforming? • Formal/regulated participation vs. spontaneous • Social loafing versus social striving • Preferences for group vs. individual rewards • Equality (‘you deserve what you get’) vs. Equity (‘you get what you deserve’) vs. Need based decisions (‘to all according to their needs’)
Conformity Cross-cultural variations in tendency to accept group pressure for conformity to group norms Japanese encourage high conformity to norms of a group that has the person's primary loyalty German students(in some experimental research) showed a lower tendency to conform Moderate conformity among people in Hong Kong, Brazil, Lebanon, and the United states 24 Cross-Cultural Management
Cross-Cultural Management 24 Conformity • Cross–cultural variations in tendency to accept group pressure for conformity to group norms – Japanese encourage high conformity to norms of a group that has the person's primary loyalty – German students (in some experimental research) showed a lower tendency to conform – Moderate conformity among people in Hong Kong, Brazil, Lebanon, and the United States
Teams'Cultural composition Cultural Diversity: the number of different cultures represented in the group Cultural Norms: the orientations of the specific cuitures represented in the group toward group dynamICs and processes, and .Relative Cultural Distance: the extent to which group members are culturally different from each other fNE N 25 Cross-Cultural Management
Cross-Cultural Management 25 Teams’ Cultural Composition •Cultural Diversity: the number of different cultures represented in the group; •Cultural Norms: the orientations of the specific cultures represented in the group toward group dynamics and processes; and •Relative Cultural Distance: the extent to which group members are culturally different from each other