Regional differences in a national culture and their effects on leadership effectiveness: A tale of two neighboring Chinese cities

This study investigates the relationship between leadership, value congruence, and employees' intention to leave in China's hospitality industry. We test the moderating effect of cultural values on the relationships between these factors using data gathered from employees at ten branches of a major restaurant chain in South China. Our results show (1) a positive relationship between ethical leadership and leader-follower value congruence, (2) a significant moderating effect of collectivism on the relationship between ethical leadership and leader-follower value congruence, (3) a negative relationship between leader-follower value congruence and employees' intention to leave, and (4) a significant mediating effect of value congruence on the relationship between ethical leadership and employees' intention to leave. Although these findings apply only to the restaurant industry, it is clear that ethical behavior by group leaders builds value congruence and discourages employee turnover.

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“…A critical dimension of cultural values is individualism versus collectivism (Chatman et al 1998;J. Li et al 2013).…”

Section: The Effect Of Cultural Values On the Relationship Between Etmentioning

confidence: 99%

The Importance of Ethical Leadership in Employees’ Value Congruence and Turnover

Tang

Cai²,

Liu

et al. 2014

Cornell Hospitality Quarterly

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“…For instance, O’Reilly, Chatman, and Caldwell (1991) suggested the link between organizational culture and HR practices when analyzing person and organization fit. A critical dimension of cultural values is individualism versus collectivism (Chatman, Polzer, Barsade, & Neale, 1998; Li, Tan, Cai, Zhu, & Wang, 2013). Specifically, there is greater emphasis on meeting a shared standard to maintain harmony in one’s relationship to the group in collectivistic cultures (Wink, 1997).…”

Section: Introductionmentioning

confidence: 99%

Collectivism-oriented human resource management and innovation performance: An examination of team reflexivity and team psychological safety

Chen

Zhang

et al. 2015

Journal of Management & Organization

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This article investigated how collectivism-oriented human resource management can influence on innovation performance through team reflexivity and team psychological safety. Using a sample of 200 research-oriented teams in Chinese universities, the empirical results clearly indicate that collectivism-oriented human resource management is beneficial to teams’ innovation performance. The results of the mediating model show how team reflexivity and team psychological safety mediate the relationship between collectivism-oriented human resource management and innovation performance. The implications for researchers and practitioners are also discussed.

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“…Little research has explored how intermediaries influence data collection within the context of research on/in China or elsewhere (Krzywoszynska, 2015). There have been notable calls for further qualitative exploratory research in Chinese cultural contexts (Barney & Zhang, 2009; Li, Tan, Cai, Zhu, & Wang, 2012; Tsui, 2009; Wang, 2012), and as such it is important that the academy critically reflects on the process of carrying out this type of research.…”

Section: Inside-out Interviews: Cross-cultural Research In Chinamentioning

confidence: 99%

“…exploratory research in Chinese cultural contexts (Barney & Zhang, 2009;Li, Tan, Cai, Zhu, & Wang, 2012;Tsui, 2009;Wang, 2012), and as such it is important that the academy critically reflects on the process of carrying out this type of research.…”

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confidence: 99%

Inside-Out Interviews: Cross-Cultural Research in China

Sposato

Jeffrey

2020

Manag. Organ. Rev.

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There is a paucity of research exploring the use of local facilitators in cross-cultural research in Chinese cultural contexts and the impact this may have on data generation and knowledge creation. Addressing this gap, this paper critically reflects on cross-cultural interviews in Hong Kong. The reflection is centred on the experience of interviewing as an outsider to the culture of the participants and later working alongside an insider. While insider and outsider positionalities are formed from a multitude of intersectional characteristics, both gender and nationality emerged as primary influencers in this context. This paper contributes to the methodologically oriented literature by making salient the complexities of deciphering the multitude of influences originating from the researcher's positionality in relation to research others. Specifically, this paper highlights how both insider and outsider positionalities generate different, but complementary data through the exploration of participant's responses. ‘It's a Chinese thing’ or comments equating to it's a woman's thing were used by participants to either limit responses or expand and offer additional information, and the juxtaposition of these responses with those given to an insider help to highlight what this might mean for knowledge creation.

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Regional differences in a national culture and their effects on leadership effectiveness: A tale of two neighboring Chinese cities

Cited by 28 publications

References 28 publications

The Importance of Ethical Leadership in Employees’ Value Congruence and Turnover

The Importance of Ethical Leadership in Employees’ Value Congruence and Turnover

Collectivism-oriented human resource management and innovation performance: An examination of team reflexivity and team psychological safety

Inside-Out Interviews: Cross-Cultural Research in China

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