Managerial Tolerance of Nepotism: The Effects of Individualism–Collectivism in a Latin American Context

Wated, Guillermo; Sánchez, Juan I.

doi:10.1007/s10551-014-2195-7

Cited by 33 publications

(27 citation statements)

References 59 publications

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“…One should also emphasize that employees also regularly observe and assess the actions of managers, and, accordingly, respond emotionally to the irresponsible behaviour of the leaders. That is why clear norms and the responsibility for unethical actions are necessary [14,15]. Given these facts, no wonder that nepotism and favouritism create dilemmas for managers, and most organizations have policies that remove family members from personnel decisions about their loved ones [33].…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Hudson and Claasen (2017) [9] believe that nepotism exists in all cultures but perceptions and severity of consequences may vary depending on cultural values as well as on the society's economic development. One should stress that developing countries undergoing political and socio-economic transformations often attract the attention of researchers when analysing various manifestations of corruption in enterprises, including favouritism and nepotism (e.g., [12][13][14][15]). For example, in the countries of the former Soviet Union, relations based on useful links-the so-called "pull"-are still widely spread.…”

Section: Introductionmentioning

confidence: 99%

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Nepotism and Favouritism in Polish and Lithuanian Organizations: The Context of Organisational Microclimate

Vveinhardt

Sroka

2020

Sustainability

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The phenomena of ‘nepotism’ and ‘favouritism’ are frequently observed in contemporary business, being usually associated with corruption in the public sector and the abuse of public resources. The phenomena, however, have an international scale and no country and sector of the economy are free of them. Given these facts, our paper identifies the attitude of Lithuanian and Polish employees to it in the context of revealing the organizational microclimate. Our analysis is done in relation to three basic aspects: a) Sector (public vs. private), b) gender (male vs. female) and c) five different age groups. Our research sample involved 337 respondents (Poland-PL, N = 164 and Lithuania-LT, N = 173) representing public (PL and LT, N = 119) and private (PL and LT, N = 218) sector organizations. A closed-type questionnaire was used in the survey. Validity and reliability of the questionnaire were confirmed by its high psychometric characteristics. Several research methods, including factor analysis, Cronbach’s alpha, Spearman–Brown, factor loading and total item correlation were used in our study. The results show that there are both similarities as well as differences between the organizations analysed. As far as the private vs. public sector is concerned, in Poland, manifestation of nepotism in principal does not differ in private and public organizations, unlike in Lithuanian organizations, where a worse situation is recorded in public sector organizations. In turn, comparing employees’ attitudes by their gender, it was identified that there were more similarities than differences between Poland and Lithuania in four subcategories. Finally, comparing employees’ attitudes by their age, it was identified that the least number of statistically significant differences was identified in two age groups: 18–24 years old and over 51.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Nepotism and Favouritism in Polish and Lithuanian Organizations: The Context of Organisational Microclimate

Vveinhardt

Sroka

2020

Sustainability

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“…First, we aim to complement recent research on managerial attitudes towards favoritism in recruitment with insights into how recruiting managers practically cope with pressures to engage in favoritism in their daily work. Attitudinal studies have significantly extended our understanding of how managers perceive favoritism, and why (Chen et al 2015), as well as managers' tolerance of such behavior in others (Wated and Sanchez 2015). In contrast, less is known about how managers attempt to resolve the practical dilemmas that arise in work contexts where different norms towards favoritism prevail.…”

Section: Introductionmentioning

confidence: 99%

“…Second, we aim to contribute to favoritism research by drawing attention to the local networks in which managers are embedded. Favoritism research has invested much effort into understanding culture as a source of favoritism and of individuals' attitudes towards it (Chen et al 2015;Khatri and Tsang 2003;Wated and Sanchez 2015). Considerably less attention has thus far been dedicated to the networks of managers and the ties they hold with potential job candidates.…”

Section: Introductionmentioning

confidence: 99%

Coping with Favoritism in Recruitment and Selection: A Communal Perspective

et al. 2018

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We examine how recruiting managers cope with communal norms and expectations of favoritism during recruitment and selection processes. Combining insights from institutional theory and network research, we develop a communal perspective on favoritism that presents favoritism as a social expectation to be managed. We subsequently hypothesize that the communal ties between job applicants and managers affect the strategies that managers employ to cope with this expectation. We test these ideas using a factorial survey of the effects of clan ties on recruitment and selection processes in Kazakhstan. The results confirm communal ties as antecedents to the strategies managers use to cope with communal favoritism. Surprisingly, the results also show that these coping strategies are relatively decoupled from managers' recruitment decisions. The findings contribute to favoritism research by drawing attention to the mitigating work of managers in societies in which favoritism is common.

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“…So far, a substantial body of research showed that IND-COL, which reflects distinctly contrasting worldview, influenced various components of individuals and organizations. Specific components can be self-construals, personality, creativity, locus of control, communication, conversational style, well-being, help-seeking, and workplaces (Kim et al, 1996;Hofstede, 2006;Markus & Kitayama, 2010;Merkin, 2018;Sandoval & Lee, 2006;Spector et al 2001;Wated & Sanchez, 2015;Zha et al, 2006). To be more specific, arguing sociocultural backdrop of personality, Kim et al (1996) showed that IND-COL influenced self-construals which, in turn, was correlated with conversational styles.…”

Section: Introductionmentioning

confidence: 99%

Individualism-Collectivism as the Dimension Distinguishing the Western from the Eastern Culture

Her¹,

Joo²

2018

IJSSS

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Individualism (IND)-collectivism (COL) has been the most popular dimension separating the West from the East. As the recent findings relating to IND-COL by national and ethnic groups become divergent, however, some investigators are challenging IND-COL as the most representative framework dividing into the West and the East. For this reason, focusing on some issues that are supposed to cause inconsistent findings regarding IND-COL, it requires making IND-COL investigations examined and, in turn, elaborated. In the context of supporting the elaboration, this review tries to provide some suggestions as follows. First, it is necessary to analyze and set up the concept of IND-COL precisely. Second, cultural psychologists need to elaborate instruments and introduce social-ecological variables, cultural products, and qualitative approach. Third, there need to diversify the sampling target. Fourth, future research requires specifying the sampling target more specifically. Fifth, IND-COL studies need to solve the issue due to the level of analysis.

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Managerial Tolerance of Nepotism: The Effects of Individualism–Collectivism in a Latin American Context

Cited by 33 publications

References 59 publications

Nepotism and Favouritism in Polish and Lithuanian Organizations: The Context of Organisational Microclimate

Nepotism and Favouritism in Polish and Lithuanian Organizations: The Context of Organisational Microclimate

Coping with Favoritism in Recruitment and Selection: A Communal Perspective

Individualism-Collectivism as the Dimension Distinguishing the Western from the Eastern Culture

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