Collectivism-oriented human resource management and innovation performance: An examination of team reflexivity and team psychological safety

Chen, Silu; Zhang, Guanglei; Zhang, Anfu; Xu, Jing

doi:10.1017/jmo.2015.50

Cited by 19 publications

(21 citation statements)

References 73 publications

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“…More specifically, this research has shown how diverse and complementary management team resources are linked to ambidexterity and better firm performance (Fu et al, 2008 ; Liu et al, 2009 ; Li et al, 2016 ; Li and Cui, 2018 ), or that innovation is spurred by cognitive task conflict (He et al, 2014 ), and such conflicts can be handled at an optimal level so as not to turn into counterproductive relationship conflicts (Farh et al, 2010 ). Just as in all other contexts, psychological safety and trust mediate team performance through voice (Wang et al, 2010 ) and empowerment (Chen and Tjosvold, 2012 ; Hempel et al, 2012 ; Chen S. et al, 2015 ; Dai et al, 2016 ), in such a way that knowledge is shared and not concealed (Ma et al, 2014 ; Huo et al, 2016 ).…”

Section: General Theoretical Overview: Teams Vs Organizationsmentioning

confidence: 99%

Are Chinese Teams Like Western Teams? Indigenous Management Theory to Leapfrog Essentialist Team Myths

Klett

Arnulf

2020

Front. Psychol.

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Our study analyzes a gap in research on Chinese and Western management teams, based on a broad literature review. We claim that prevalent theoretical perspectives in the management team literature might be biased toward a Western-centric view of team dynamics. This obscures alternative ways of understanding top teams encompassing Chinese cultural traditions. We outline how an essentialist team conceptualization leads to a paradox consisting of three mutually contradicting myths. Myth 1 implies that Western groups of managers comply with theoretically “ideal” team processes and characteristics. Myth 2 derives from research literature on Chinese teams claiming that team features are assumed absent or weak in China due to cultural particularities. Paradoxically, the same research tradition constructs another third myth by reporting that Chinese teams successfully comply with the Western ideal team model. The three coexisting myths point to a theoretical confounding of contextual mediators in team processes. We discuss how indigenous Chinese leadership theory and Chinese systems of philosophy give Chinese teams access to distinct and effective team processes to reach high-performance outcomes. This paper aims to open the rich possibilities of Chinese management and team practices to the cross-cultural context, and on return to novel understanding of Western teams beyond traditional essentialist theory anchors.

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Section: General Theoretical Overview: Teams Vs Organizationsmentioning

confidence: 99%

Are Chinese Teams Like Western Teams? Indigenous Management Theory to Leapfrog Essentialist Team Myths

Klett

Arnulf

2020

Front. Psychol.

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“…Scholars identify differences across societies marked by collectivism versus individualism with regard to many facets of the organization. For example, research has examined the impact of collectivism on recruitment and selection (Sinha, 1997; Herrera, Duncan, Green, Ree, & Skaggs, 2011; Manroop, Boekhorst, & Harrison, 2013; Cooke, Veen, & Wood, 2016), promotion (Aycan, 2005; Sekiguchi, 2006), performance appraisals (Amba-Rao, Petrik, Gupta, & Von der Embse, 2000; Aycan, 2005; Varma, Pichler, & Srinivas, 2005; Chiang & Birtch, 2010, 2011; Yahiaoui, 2014; Hossain, Abdullah, & Farhana, 2015), compensation (Gomez-Mejia & Welbourne, 1991; Luis & Mejia, 1991; Schuler & Rogovsky, 1998; Aycan, Kanungo, & Sinha, 1999; Chiang, 2005; Yeganeh & Su, 2011; Yahiaoui, 2014), teamwork (Chen, Zhang, Zhang, & Xu, 2016), and CEO or top manager pay (Tosi & Greckhamer, 2004; Pudelko, 2005). Although institutional and in-group collectivism are rarely studied as separate dimensions, developing a better understanding of the notion of collectivism remains important for determining successful management practices across societies.…”

Section: Globe Cross-cultural Studies and Management Practicesmentioning

confidence: 99%

Developing an understanding of the human resource (HR) complexities in Pakistan with a GLOBE cultural lens

Nadeem

Luque

2018

Journal of Management & Organization

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AbstractThis article presents primary data from the GLOBE study in Pakistan and compares them with secondary data from the 61 GLOBE societies, in an effort to increase the interest of scholars of cross-cultural management in Pakistan and also provide a practically useful overview for businesses. Results based on data collected from 152 middle managers using the original GLOBE research instruments indicate that Pakistani society exhibits high power distance and in-group collectivism but low assertiveness and gender egalitarianism. The results also indicate a desire to create a more egalitarian society; however, people appear to treasure the lack of assertiveness and high in-group loyalty. In light of these findings, the authors offer implications for management in Pakistan, in accordance with cross-cultural management literature. In-depth research within Pakistan, as well as comparative cross-national studies, are needed to develop a deeper understanding of the impact of the culture on human resource practices in Pakistan.

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“…Studies have shown that TPS has a positive effect on information sharing (Zhang et al, 2010;Chen et al, 2016). When a stranger joins a team discussion, this will cause discomfort and embarrassment, and consequently, members will deliberately retain, conceal or falsify personal information related to the task, or even strategically lie about it (Steinel, Utz, Koning, 2010).…”

Section: Tps As a Moderatormentioning

confidence: 99%

Two-path model of information sharing in new product development activities

Shi-wen¹,

Wang²,

Xiao

et al. 2019

Information Development

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To explore the mechanism of information sharing in new product development activities, 180 participants from 60 teams were invited to attend a simulation experiment. The results showed that unique information and common information are indispensable in new product development activities, and both of them have significant impact on team decision-making, but unique information is more significant than common information. At the same time, they were found to function in team decision-making through team cognition. That is, transactive memory systems played a mediating role in the relationship between unique information sharing and team decision-making, and shared mental models played a mediating role in the relationship between common information sharing and team decision-making. The experiment also showed that the relationship between unique information sharing and transactive memory systems was strengthened, while the relationship between common information sharing and shared mental models did not change significantly in the context of team psychological safety. By revealing the mechanism of information sharing, this experiment provided a useful reference for improving the efficiency and quality of team decision-making in new product development activities.

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Collectivism-oriented human resource management and innovation performance: An examination of team reflexivity and team psychological safety

Cited by 19 publications

References 73 publications

Are Chinese Teams Like Western Teams? Indigenous Management Theory to Leapfrog Essentialist Team Myths

Are Chinese Teams Like Western Teams? Indigenous Management Theory to Leapfrog Essentialist Team Myths

Developing an understanding of the human resource (HR) complexities in Pakistan with a GLOBE cultural lens

Two-path model of information sharing in new product development activities

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