A self‐representation analysis of the effects of individualist–collectivist interactions within organizations in individualistic cultures
Lessons for diversity management
Bibliographic Data
| ID | 20501286 |
|---|---|
| Authors | Yu Fujimoto (0000-0002-6865-8998, Deakin University), Yuka Fujimoto, Charmine E J Härtel (0000-0002-2293-3640, Monash University) |
| Year | 2006 |
| Volume | 13 |
| Issue | 3 |
| Pages | 204-218 |
| Publication date | 2006-07-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Cross Cultural Management An International Journal (JOURNAL) |
| Journal identifiers | ISSN: 1352-7606 • E-ISSN: 1758-6089 |
| Publisher | Emerald (PUBLISHER) |
| DOI | 10.1108/13527600610683354 |
| OpenAlex | W1577231618 |
| Language | EN |
| Citations received | 3 |
| References cited | 46 |
Purpose Increasingly, organizations in the Asia‐Pacific region are recognizing the importance of cross‐cultural management to the sustainability of their competitive edge. Although the literature is replete with cross‐cultural studies of individualism and collectivism, little information is available on the factors that foster effective individualist–collectivist interaction (ICI) within organizations. This paper attempts to provide a theoretical description of individualists and collectivists at the individual level of analysis, which offers specific testable hypotheses about the effect of self‐representation on prejudice between individualists and collectivists (ICs). Design/methodology/approach In this paper, a theoretical model is presented in which intergroup prejudices and interpersonal prejudices mediate the effects of ICI and bicultural orientation toward cross‐cultural experiences and, in which, the dissimilarity openness of the climate moderates the level and outcome of prejudices flowing from ICI. Findings The model depicts that the outcomes of ICI are mediated by the intergroup prejudices of collectivists and the interpersonal prejudices of individualists, which are moderated by the extent of diversity‐oriented HRM policies and practices and individuals’ orientation to cross‐cultural experiences. When workforces become culturally diverse, organizations should modify HRM practices to enable the full use of the range of skills and talents available from the diversity, and to ensure affective and behavioral costs are minimized. As globalization and international competition will continue to increase, organizations including those in the Asia‐Pacific region, should seriously re‐evaluate their HRM policies to adapt and take advantage of an increasingly culturally diverse workforce. Originality/value The model provides a useful basis upon which organization researchers and practitioners can base their respective agendas
Business · Collectivism · Cultural diversity · Individualism · Interpersonal communication · Political science · Sociology · Cultural Differences and Values · Gender Diversity and Inequality · International Student and Expatriate Challenges · Psychology · Social Psychology
Effects of Race on Organizational Experience, Job Performance Evaluations, and Career Outcomes.
Cognition and Affect in Stereotyping
The People Make the Place
The Measurement of Independent and Interdependent Self-Construals
Habits of the heart
The Social Identity Theory of Intergroup Behavior
The attraction paradigm
Self-interest and personal responsibility redux
The influence of individualism‐collectivism on perceptions of communication in ingroup and outgroup relationships
Biculturalism and self-construal
The measurement of intercultural sensitivity using the concepts of individualism and collectivism
Status differenttals and intergroup behaviour
Perceptions of and by minority groups
Us and them
Social Identity and Intergroup Perceptions in Minority-Majority Contexts
Social group salience and interethnic cooperation
Culture and the self
Distinctiveness of social categorization and attitude toward ingroup members
Individualism-Collectivism
Individualism and collectivism
Stereotypes and prejudice
Who is this "We"? Levels of collective identity and self representations
The self and social behavior in differing cultural contexts
Toward a theory of open and closed groups
Reducing Prejudice and Stereotyping in Schools
Social perceptions of authoritarians and nonauthoritarians
Differences between Americans and Chinese in the Circumstances Evoking Pride, Shame, and Guilt
Power Distance, Individualism/Collectivism, and Job-Related Attitudes in a Culturally Diverse Work Group
Status Organizing Processes
| Unique citing works | 3 |
|---|---|
| Citations per year | 0,2 |
| Citation span | 2011 - 2017 (7) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 3 |