National Culture and the Implementation of High-Stretch Performance Standards: An Exploratory Study

Abstract

This study explores how national culture affects employees' reaction to different modes of implementing high-stretch performance standards. An experiment was performed using Chinese and U.S. nationals to represent cultures that diverge on two relevant dimensions: power distance and individualism/collectivism. Consistent with culturally based expectations, Chinese nationals more readily accepted imposed high-stretch performance standards—relative to U.S. nationals—as manifested by the degree to which they performed up to those standards. Also, differences were found between Chinese and U.S. nationals' satisfaction with high-stretch performance standards under autocratic vs. consultative participation in the standard-development process. However, further analysis was unable to dismiss the possibility that this result, which was based on subjects' self-reports on Likert-scale questions, could have been an artifact of cross-national, response-set bias. Other findings indicated that national-culture effects arose in more complex ways than were originally conceived.

Effects of national culture on human failures in container shipping: The moderating role of Confucian dynamism

“…Seafarers from the collective culture tend to follow the wishes, needs, and directions of others, rather than asserting their own impulses and predilections (Tafarodi et al, 1999). Chow et al (2001) find that team members from the collectivist culture are significantly more satisfied with imposed, stretched safety performance standards as they show more concern for collective interests. Therefore, we argue that:…”

Role Stress sebagai Motivator Bagi Auditor: Analisis Teoritis Atas Dasar Teori-teori Motivasi

“…Faktor-faktor tersebut meliputi adanya boundary-spanning activities (Rebele dan Michaels, 1990) Killough, 1992;Elloy, 2001;Gilboa et al, 2005), perceived environment uncertainty (Ferris 1977a;Ferris 1977b), dan budaya (Sinatra, 1980;Chow et al, 2001). Sedangkan faktor-faktor yang menjadi konsekuensi dari role stress, yang diidentifikasi dari berbagai penelitian, meliputi penurunan job satisfaction dan job performance serta peningkatan job-related tension dan turnover intentions.…”

“…Chow et al (2001) menemukan bahwa semakin tinggi power distance menunjukkan bahwa semakin siap mereka menerima high-stretch performance standards. Anggota dari budaya dengan power distance yang tinggi lebih siap menerima ketidaksamaan antar pribadi dan institusinya.…”

“…Bawahan dari budaya dengan power distance yang tinggi lebih siap menerima keputusan dan keinginan dari atasan. Chow et al (2001) juga menemukan bahwa negara dengan budaya collectivism yang tinggi lebih siap untuk menerima high-stretch performance standards. Budaya kolektivisme ini ditunjukkan oleh kemauan individu untuk berkumpul atau berinteraksi dengan orang lain sehingga membentuk suatu kelompok yang kuat dan kohesif.…”

Managing Justly Across Cultures: The Problem of Fairness in International Business

“…The academic literature clearly supports a relationship between cultural differences and perceptions about management effectiveness and trust in international business settings. (Chow, et al, 2001;Primeaux et al, 2003).…”