Cultural constraints on the emergence of women as leaders

Toh, Soo Min; Leonardelli, Geoffrey J.

doi:10.1016/j.jwb.2012.01.013

Cited by 74 publications

(34 citation statements)

References 47 publications

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“…This is because societies that are considered to be tight (loose) are characterized by strong (weak) norms and relatively low (high) tolerance for deviant behavior. In other words, people in societies characterized by cultural tightness have been socialized in environments that strongly encourage conformance to local norms (Chua, Roth, & Lemoine, 2014;Toh & Leonardelli, 2012); those that deviate are often confronted with severe punishments. In support of this conjecture, Gelfand et al (2006Gelfand et al ( :1236 also reason that strong isomorphic pressures for organizations in tight societies may explain the dominance of homogenous organizational forms.…”

Section: Cultural Tightness Ceo Risk Incentives and Institutional mentioning

confidence: 99%

The effect of CEO incentives on deviations from institutional norms in foreign market expansion decisions: Behavioral agency and cross‐border acquisitions

Benischke

Martin

Gómez‐Mejía

et al. 2020

Human Resource Management

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CEO incentives have been the subject of great interest for human resource scholars. We explore the institutional context within which the CEO makes sense of their incentives. Our theory suggests that CEO equity incentives interact with institutional norms to influence foreign market entry choices. Specifically, we argue that CEOs will weigh the risk bearing created by equity incentives, along with the consequences of legitimacy loss, when deciding whether to deviate from institutional norms when internationalizing. In doing so, we advance human resource literature by demonstrating that CEO responses to incentives are influenced by institutional norms and that CEOs' decisions to deviate from institutional norms are shaped by their incentives. We find support for our framework in the analysis of the stake taken by acquirers in 4,184 cross‐border acquisitions.

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Section: Cultural Tightness Ceo Risk Incentives and Institutional mentioning

confidence: 99%

The effect of CEO incentives on deviations from institutional norms in foreign market expansion decisions: Behavioral agency and cross‐border acquisitions

Benischke

Martin

Gómez‐Mejía

et al. 2020

Human Resource Management

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“…Cultures differ in their propensities to accept novelty and embrace change (Hofstede, 1980; Schneider and De Meyer, 1991; Buck and Shahrim, 2005), with tight cultures more resistant to change than loose cultures and less receptive to novel ideas that deviate sharply from existing norms (Gelfand, Nishii, and Raver, 2006; Toh and Leonardelli, 2012). It is also more difficult to do creative work in tight cultures because new ideas and solutions must accord to the right degree with local norms.…”

Section: The Impact Of Culture On Creativitymentioning

confidence: 99%

The Impact of Culture on Creativity

Chua

Roth

Lemoine

2014

Administrative Science Quarterly

281

117

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This paper advances a new theoretical model to understand the effect of culture on creativity in a global context. We theorize that creativity engagement and success depend on the cultural tightness-the extent to which a country is characterized by strong social norms and low tolerance for deviant behaviorsof both an innovator's country and the audience's country, as well as the cultural distance between these two countries. Using field data from a global online crowdsourcing platform that organizes creative contests for consumerproduct brands, supplemented by interviews with marketing experts, we found that individuals from tight cultures are less likely than counterparts from loose cultures to engage in and succeed at foreign creative tasks; this effect is intensified as the cultural distance between the innovator's and the audience's country increases. Additionally, tight cultures are less receptive to foreign creative ideas. But we also found that in certain circumstances-when members of a tight culture do creative work in their own or culturally close countriescultural tightness can actually promote creativity success. This finding implies that some degree of convergent thinking as engendered by tight cultures could be beneficial for creativity, challenging the dominant view in creativity research that divergent thinking is a prerequisite for creative performance.

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“…It puts women in disadvantageous position in competing to be leaders [9]. One important thing to explain such condition is closely associated to the cultural factors [10].…”

Section: Results/preliminary Result/critical Reviewmentioning

confidence: 99%

“Breaking the Glass“: When Woman Became a Leader in an Indonesian State University

Yunus¹,

Sukri²

2020

Proceedings of the Proceedings of the 1st Hasanuddin International Conference on Social and Political Sciences, HICOSPOS 2019,

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This paper aims to show how the gender difference has been seen as a natural barrier for women, including access to some important positions in the equal work. By looking at phenomenon of women elected as University rector at the one of best university in Indonesia, this paper wants to show how it basically as an answer to tendency of mistakes in stereotyping women based on culture perspectives over the years. The recently tendency shows how women are considered as weak person and does not have ability to be a leader compared with male. It seems became a cultural barrier that tightly binding women that put women in the glass ceiling condition that seems have been transformed as a natural necessity and justification to undermines chances and opportunities. It means, effort to promote gender equality is important not only as a discourse but as a collective consciousness and actions. In the end, the gender difference is not actually as absolute and natural obstacle of women to compete equally with men in various fields. It should be seen as part of potential typical obstacles for women as well as men that also have their potential barriers too.

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Cultural constraints on the emergence of women as leaders

Cited by 74 publications

References 47 publications

The effect of CEO incentives on deviations from institutional norms in foreign market expansion decisions: Behavioral agency and cross‐border acquisitions

The effect of CEO incentives on deviations from institutional norms in foreign market expansion decisions: Behavioral agency and cross‐border acquisitions

The Impact of Culture on Creativity

“Breaking the Glass“: When Woman Became a Leader in an Indonesian State University

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