Does the 360 Feedback Process Create Actionable Knowledge Equally Across Cultures?

Shipper, Frank; Hoffman, Richard C.; Rotondo, Denise M.

doi:10.5465/amle.2007.24401701

Cited by 52 publications

(48 citation statements)

References 35 publications

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“…Clusters offer specific guidance that is of significant value in an increasingly culturally diverse workforce (House et al, 2004) -for example, where to apply 360 degree feedback (Shipper, Hoffman, & Rotondo, 2007). The stability identified here indicates the substantial value of cultural learning: for example, it suggests that it may be worthwhile to have expatriates themselves immerse in cultural knowledge, so that their posting "is not simply another assignment in a progression of positions or jobs, but an opportunity to acquire, create, and transfer valuable knowledge, both upon expatriation and repatriation" (Oddou et al, 2009: 182).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Mapping world cultures: Cluster formation, sources and implications

2013

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This paper extends and builds on Ronen and Shenkar's synthesized cultural clustering of countries based on similarity and dissimilarity in work-related attitudes. The new map uses an updated dataset, and expands coverage to world areas that were non-accessible at the time. Cluster boundaries are drawn empirically rather than intuitively, and the plot obtained is triple nested, indicating three levels of similarity across given country pairs. Also delineated are cluster adjacency and cluster cohesiveness, which vary from the highly cohesive Arab and Anglo clusters to the least cohesive Confucian and Far Eastern clusters. Exploring predictors of cluster formation, we draw on the ecocultural perspective and other inputs, and examine the combined role of language, religion, and geography in generating cluster formation. We find that these forces play a prominent yet complex role: for instance, the religion and language brought by the Spanish fail to create a singular, cohesive Latin American cluster akin to the Anglo cluster. The role of economic variables is similarly considered. Finally, comparing the current map with that of 1985, we find strong support for the divergence (vs convergence) argument. Implications for international business are delineated.

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Section: Theoretical Implicationsmentioning

confidence: 99%

Mapping world cultures: Cluster formation, sources and implications

2013

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“…Many researchers have found that national culture has an impact on the effectiveness of leadership and/or leadership style (Sinha, 1995;House et al, 2004;Lam et al, 2012), with important implications for leader development, and that national culture moderates the effectiveness of several HR practices, including leadership development (Schneider and Barsoux, 2003;Shipper et al, 2007). Moreover, as Lyness et al (2012) Wright (2010) finds that individuals in these Asian countries share the view that having a formal scheme for leader development is effective.…”

Section: Relevant Literaturementioning

confidence: 98%

Learning to lead: A comparison of developmental events and learning among managers in China, India and the United States

Velsor

Wilson²,

Criswell

et al. 2013

Asian Bus Manage

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In rapidly growing Asian economies, the need to recruit and train additional leadership talent is particularly problematic, as the demand for talent continues to outstrip available indigenous human capital. Yet most leadership development research to date has focused on US samples. The current study extends our knowledge about how managers develop as leaders by analyzing and comparing qualitative data on key developmental events and lessons from senior executives in China and India, and including a comparison to similar recent US data.

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“…Specific skills used in this study -interactive and controlling -were taken from prior research. These measures were developed through cluster analysis and have been found to be stable (Shipper and Wilson 1992;Shipper et al 2003Shipper et al , 2007Shipper 2004).…”

Section: Design and Proceduresmentioning

confidence: 99%

“…The literature on leadership has established that appropriate leader behaviors affect subordinate performance or workgroup outcomes (e.g. Bass 1997;Yukl 2002;Judge, Piccolo and Ilies 2004;Shipper et al 2007) and often varies across cultures (e.g. Black and Porter 1991;House et al 2004).…”

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confidence: 99%

The impact of managerial skills on employee outcomes: a cross cultural study

Hoffman

Shipper

2012

The International Journal of Human Resource Management

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Leaders with global skills are in demand by MNCs. Global management skills depend on the applicability of management practices across cultures. Using data from managers in 50 countries, this study examines the interaction effect of cultural values and managerial skills on two outcomes, employees' attitudes and workgroup effectiveness. Our results indicate that cultural values tend to have a greater effect when a manager is less skilled than when the manager is highly skilled. When the manager is highly skilled, the interaction effects of culture tend to disappear. The practical and research implications of these findings are discussed.

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Does the 360 Feedback Process Create Actionable Knowledge Equally Across Cultures?

Cited by 52 publications

References 35 publications

Mapping world cultures: Cluster formation, sources and implications

Mapping world cultures: Cluster formation, sources and implications

Learning to lead: A comparison of developmental events and learning among managers in China, India and the United States

The impact of managerial skills on employee outcomes: a cross cultural study

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