The Impact of Team Members' Cultural Values on Productivity, Cooperation, and Empowerment in Self-Managing Work Teams
Bibliographic Data
| ID | 2313779 |
|---|---|
| Authors | Bradley L Kirkman (0000-0002-1322-2986, University of North Carolina at Greensboro, corresponding author), Debra L Shapiro (0000-0001-9523-2848, University of North Carolina at Chapel Hill) |
| Year | 2001 |
| Volume | 32 |
| Issue | 5 |
| Pages | 597-617 |
| Publication date | 2001-09-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Cross-Cultural Psychology (JOURNAL) |
| Journal identifiers | ISSN: 0022-0221 • E-ISSN: 1552-5422 |
| Publisher | SAGE Publications Inc (PUBLISHER) |
| DOI | 10.1177/0022022101032005005 |
| OpenAlex | W2102149564 |
| Language | EN |
| Citations received | 27 |
| References cited | 75 |
Using a field survey of 81 self-managing work teams (SMWTs) in Belgium, Finland, the Philippines, and the United States, we examined the extent to which team members' resistance to SMWTs mediated the relationships between team members' cultural values and team effectiveness. Specifically, we found that teams higher, rather than lower, in collectivism were also more productive, cooperative, and empowered; and that these relationships were fully mediated by the level of team resistance to the team-related aspect of SMWTs. Also, we found that teams that were more, rather than less, doing-oriented were also more empowered, and that this relationship was fully mediated by the level of team resistance to the self-managing aspect of SMWTs. The findings suggest that it may behoove managers who are charged with implementing SMWTs to pay close attention to the predominant cultural values inherent in the teams they lead. Additional practical and theoretical implications are discussed
Business · Collectivism · Economic growth · Empowerment · Hofstede's cultural dimensions theory · Individualism · Knowledge management · Management · Political science · Productivity · Psychological safety · Public relations · Resistance (ecology · Team composition · Team effectiveness · Teamwork · Work (physics · Computer Science · Cultural Differences and Values · Engineering · International Student and Expatriate Challenges · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology
A Review of Cross-Cultural Methodologies for Organizational Research
Deep-level composition variables as predictors of team performance
Examining the impact of Culture's consequences
Embracing transformational leadership
Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research
Team Effectiveness 1997-2007
Cross-National, Cross-Cultural Organizational Behavior Research
Conceptual foundations of workforce homogeneity in the public sector. Insights from a systematic review on causes, consequences, and blind spots
A meta-analysis of psychological empowerment
Taking a conflict perspective to explain an employee’s creativity
Positive Youth Development and Prosocial Behavior
Examining cross-disciplinary communication's impact on multidisciplinary collaborations
Organizational identification among global virtual team members
Attitudinal outcomes of boundary permeability
Empower me or not? Influence of societal culture
Relationships between teacher value orientations, collegiality, and collaboration in school professional learning communities
Special Review Article
Finding the right mix
Reflections of Cross‐Cultural Collaboration Science
Cross-Cultural Organizational Behavior
Influence of urban residents' life satisfaction on prosocial behavioral intentions in the community
Modeling team knowledge sharing and team flexibility
Standardization to Account for Cross-Cultural Response Bias
Students' Sense of Belonging at School in 41 Countries
Voice or Consistency? What You Perceive as Procedurally Fair Depends on Your Level of Power Distance
The Culturally Intelligent Team
Values
Handbook of organizational behavior
RWG
Aggregation bias in estimates of perceptual agreement.
The Impact of Cultural Values on Job Satisfaction and Organizational Commitment in Self-Managing Work Teams
Does Cultural Socialization Predict Multiple Bases and Foci of Commitment?
Relations Between Work Group Characteristics and Effectiveness
Beyond Self-Management
Estimating within-group interrater reliability with and without response bias.
Studies of Individualism-Collectivism
Taking Stock in Our Progress on Individualism-Collectivism
Variations in Value Orientations
Individualism and Collectivism
Group Beliefs
Collectivistic orientation in teams
Nationality, resource class and preferences among three allocation rules
Strategies for Planned Change
Allocentric versus idiocentric tendencies
An Experiment in Autonomous Working in an American Underground Coal Mine
Autonomous Workgroups
The Effectiveness of Self-Managing Teams
A Predictive Model of Self-Managing Work Team Effectiveness
Organizational Commitment Across Cultures
The Origins of Cultural Differences and Their Impact on Management
The Transplanted Executive
National Culture and the Values of Organizational Employees
The moderator–mediator variable distinction in social psychological research
The moderator-mediator variable distinction in social psychological research
Work Organization and Workforce Commitment
Individualism-Collectivism
Individualism and collectivism
Self-Described Traits, Values, and Moods Associated with Individualism and Collectivism
Cultural Diversity and Work Group Effectiveness
Indigenous Personality Measures
Acquisition of Managerial Values in The People'S Republic of China and Hong Kong
Power Distance, Individualism/Collectivism, and Job-Related Attitudes in a Culturally Diverse Work Group
How Does Cultural Collectivism Operate
| Unique citing works | 27 |
|---|---|
| Citations per year | 1,17 |
| Citation span | 2003 - 2026 (24) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 27 |