Cross-cultural differences in responses to feedback: Implications for individual, group, and organizational effectiveness

Stone‐Romero, Eugene F.; Stone, Dianna L.

doi:10.1016/s0742-7301(02)21007-5

Cited by 34 publications

(31 citation statements)

References 48 publications

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“…First, all studies examining the feedback environment in organisations have taken place in the US. Research on the feedback environment in contexts other than the US is important as recent theoretical and empirical work in the feedback area suggests that feedback processes in organisations are highly dependent on cultural and societal values (Early, Gibson, & Chen, 1999;Gelfand, Higgins, Nishii, Raver, Domingueze, Murakami, Yamaguchi, & Toyama, 2002;Lam, Yik, & Schaubroeck, 2002;Morrison, Chen, & Salgado, 2004;Stone-Romero & Stone, 2002;Sully de Luque & Sommer, 2000). These findings have led scholars to conclude that "some of the implicit assumptions concerning feedback-seeking may be less valid outside of the US" (Morrison et al, 2004, p. 1) and "more studies are needed to determine the generality of feedback effects across societal cultures" (Lam et al, 2002, p. 199).…”

Section: The Present Studymentioning

confidence: 99%

The Long‐Term Impact of the Feedback Environment on Job Satisfaction: A Field Study in a Belgian Context

Anseel

Lievens

2007

Applied Psychology

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This study examines (1) the relationship between the feedback environment and job satisfaction and (2) the mediating role of leader-member exchange in a Belgian context. Results from a sample of 155 employees of a governmental service for employment and vocational training supported our hypotheses. A favorable supervisor feedback environment was related to higher levels of job satisfaction 5 months later, and this relationship was fully mediated by the quality of leader-member exchange. These findings highlight the usefulness of diagnosing and assessing the feedback environment for a better understanding of feedback processes and for enhancing feedback interventions in organisations.Ce travail examine dans un contexte culturel belge 1) la relation entre la satisfaction professionnelle et le feedback provenant de l'environnement 2) le rôle médiateur des échanges leader-collaborateurs. Nos hypothèses ont été confirmées par les conclusions issues d'un échantillon composé de 155 employés d'un service d'Etat de retour à l'emploi et de formation professionnelle. Un environnement rétroactif positif provenant du chef immédiat était en rapport avec un niveau plus élevé de satisfaction professionnelle cinq mois plus tard, et cette relation était maximisée par la qualité des échanges entre le leader et les membres du groupe. Ces résultats montrent qu'il faut prendre en compte et évaluer la rétroaction environnementale pour une meilleure appréhension des processus de feedback et pour améliorer les interventions dans les organisations portant sur le feedback.

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Section: The Present Studymentioning

confidence: 99%

The Long‐Term Impact of the Feedback Environment on Job Satisfaction: A Field Study in a Belgian Context

Anseel

Lievens

2007

Applied Psychology

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“…These ideologies lead to (a) a reliance on science and rationality, (b) a high value placed on efficiency and practicality, (c) the endorsement of individualism and an emphasis on the self, (d) a focus on competitive achievement, and (e) a stress on freedom, equality, and democracy (e.g. Hofstede, 1980, 1991; Stone‐Romero & Stone, 1998, 2002; Trice & Beyer, 1993). In the paragraphs that follow we briefly describe how each of these cultural values affects organisational factors.…”

Section: Examples Of the Influence Of Culture On Work Scripts Role Cmentioning

confidence: 99%

“…In particular, researchers and theorists have argued that culture has been largely ignored in both (a) the field of psychology as a whole (Betancourt & Lopez, 1993; Triandis, 1994) and (b) the models and theories in industrial and organisational psychology and the related fields of organisational behavior and human resources management (e.g. Erez, 1994; Erez & Earley, 1993; Ferdman, 1999; Stone‐Romero & Stone, 2002). As a result, Triandis (1994, 1996) and others (e.g.…”

Section: Introductionmentioning

confidence: 99%

“…For example, a considerable body of research shows the effects of individualistic versus collectivistic values and independent versus interdependent construals of the self on behavior in social contexts (e.g. Markus & Kitayama, 1991a, 1991b; Stone‐Romero & Stone, 2002). In addition, culture influences the propensity of the focal person to respond in functional versus dysfunctional ways to performance feedback (Stone‐Romero & Stone, 2002).…”

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confidence: 99%

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The Influence of Culture on Role Conceptions and Role Behavior in Organisations

2003

Self Cite

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“…Stone-Romero and Stone, 2002). The aim of this investigation was to shed some light on how MSFS, a practice that encompasses each of these elements, is used in various countries.…”

Section: Discussionmentioning

confidence: 99%

Internationalization of multi-source feedback systems: a six-country exploratory analysis of 360-degree feedback

Brutus¹,

Derayeh²,

Fletcher³

et al. 2006

The International Journal of Human Resource Management

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2006) Internationalization of multi-source feedback systems: a six-country exploratory analysis of 360-degree feedback, Abstract In the past few years, few human resource practices have received as much attention as multi-source feedback systems (MSFSs). In the US and Canada, it is estimated that over one-third of organizations are using some form of MSFS and recent surveys show that this practice is still gaining popularity. Concurrently, a substantial amount of literature has focused on the effectiveness of this performance management practice. However, while few would dispute the popularity of MSFS, relatively little has been published on the use of these systems outside North America and thus little is known about their form and effectiveness in international contexts. This paper outlines the results of an international survey of MSFS. Interview data from HR managers and consultants from Argentina, Australia, China, Slovakia, Spain and the UK demonstrate that MSFS are being implemented, in slightly different ways, in each of these six countries. The main challenges in the application of MSFS in these various countries are the communication efforts necessary before and after implementation, and the inherent difficulty in giving and receiving feedback. The results of this study also provide data as to the perceived future of MSFS in each of the countries surveyed.

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Cross-cultural differences in responses to feedback: Implications for individual, group, and organizational effectiveness

Cited by 34 publications

References 48 publications

The Long‐Term Impact of the Feedback Environment on Job Satisfaction: A Field Study in a Belgian Context

The Long‐Term Impact of the Feedback Environment on Job Satisfaction: A Field Study in a Belgian Context

The Influence of Culture on Role Conceptions and Role Behavior in Organisations

Internationalization of multi-source feedback systems: a six-country exploratory analysis of 360-degree feedback

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