Patterns of Self-Efficacy Within NAFTA: United States, Canada, and Mexico

Abstract

Self-efficacy has been shown to be a key attribute of successful business leaders and in today's global economy, must be studied in terms of patterns of crossvergence. The paper examines both individual characteristics (gender, age, work experience, and management experience) and culture as they relate to self-efficacy in North America. Women in our sample had slightly lower self-efficacy, which increased with work and management experience. Age and membership in an individualistic culture were not related to self-efficacy; in fact, our Mexican participants demonstrated slightly higher self-efficacy propensities. These results suggest that organizations might consider devoting special attention to development of mentor and other programs particularly to females initiating their career. However, expected cultural patterns relating to self-efficacy might not hold as strongly, particularly with empowered groups such as executives and MBA students. Individual characteristics, particularly experience levels, have a greater impact on self-efficacy and should receive heightened considerations when organizations are making selection and other personnel decisions.RESUMEN. La autoeficiencia es un factor sumamente importante para alcanzar el e´xito en los negocios, y puede mejorarse. Este estudio examina tanto las caracterı´sticas individuales (ge´nero, edad, experiencia de trabajo y gerencial) como las inherentes a la cultura relacionadas a la autoeficiencia en Norteame´rica. En nuestra muestra, las mujeres mostraron tener una autoeficiencia levemente inferior, que aumento´con el trabajo y la experiencia gerencial. La edad y la membresı´a en una cultura individualista no se relacionaron a la autoeficiencia; de hecho, nuestros participantes mejicanos demostraron una propensio´n levemente más alta a la autoeficiencia. Estos resultados sugieren que las organizaciones pueden prestar especial atencio´n al desarrollo de programas mentores y otros programas orientados especialmente a las mujeres que están iniciando su carrera. No obstante, es bien probable que los patrones culturales de autoeficiencia esperados no permanezcan tan firmes, especialmente entre los grupos de empoderados, formados por ejecutivos y estudiantes de licenciaturas y maestrı´as. Por ejercer mayor impacto sobre la autoeficiencia, las caracterı´sticas individuales, especialmente los niveles de experiencia adquiridos, deben recibir más atencio´n por parte de las organizaciones en el momento de seleccionar y tomar otras decisiones relacionadas al personal. RESUMO.A autoeficácia e´extremamente importante para o sucesso nos nego´cios e pode ser intensificada. Este trabalho examina a relação das caracterı´sticas individuais (sexo, idade, experieˆncia profissional e experieˆncia de gestão) e da cultura com a autoeficácia na Ame´rica do Norte. Em nossa amostra, as mulheres apresentaram autoeficácia ligeiramente mais baixa, que aumentava com o trabalho e a experieˆncia de gestão. A idade e a condição de membro de uma cultura individualista não estavam relacionadas à ...

Perceived managerial and leadership effectiveness in Argentina and Mexico: a comparative study of effective and ineffective managerial behaviour

“…In addition to cultural factors, the similarities in the perceptions of the Argentinean and Mexican participants about managerial and leadership effectiveness could also be explained by the increased cross-cultural contact and similar processes that these countries have necessarily embraced due to globalisation. As suggested by MacNab et al (2012), interactions between people from different cultures may lead to the development of a new culture that integrates elements of both cultures. Moreover, Argentina and Mexico have gone through privatisation, trade liberalisation, and market deregulation resulting in Argentina joining MERCOSUR and Mexico joining NAFTA (Hill, 2001).…”

Stereotype awareness development and effective cross-cultural management

“…Individuals with high self-efficacy do not permanently retreat from setbacks but will rather continue to endeavour with greater or more strategic effort (Bandura, 1997; MacNab and Worthley, 2008). Such individuals have greater propensity for delayed gratification, demonstrate higher commitment, are more diligent and effective in developing problem-solving and coping strategies (Bandura, 1997; MacNab et al, 2010).…”