Stereotype awareness development and effective cross-cultural management

MacNab, Brent; Worthley, Reginald

doi:10.1177/1470595812452635

Cited by 15 publications

(9 citation statements)

References 46 publications

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“…Attributionally complex individuals are likely to have higher perceptual accuracy because they use a causal reasoning process similar to that involving dialectical logic (e.g. MacNab and Worthley, 2012). We thus contribute to the literature that has neither focused on antecedents of isomorphic attributions nor examined the role of AC in people’s ability to understand culturally different behaviors.…”

Section: Discussionmentioning

confidence: 99%

Measurement invariance and nomological validity of theAttributional Complexity Scale: Evidence from Estonia, France, India, United States, and Vietnam

Lakshman

Ramaswami³

2020

Int'l Jnl of Cross Cultural Management

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International Business researchers have recently become interested in attributional complexity (AC) in the context of cross-cultural leadership effectiveness. Despite this recent surge in interest in this construct, we know very little about its measurement properties in cross-cultural situations. Given that attributions vary across cultures, verifying the validity (measurement invariance and nomological validity) of the Attributional Complexity Scale (ACS) is a research imperative. In study I, we examine the measurement invariance of ACS using a reduced version of the original scale (ACS-18) in five countries. The results suggest that the ACS shows metric invariance in that it has a similar factor structure across the five societies examined and in two other independent samples. In study II (France), we provide evidence of AC’s predictive validity based on its relationship to a key construct in its nomological network, namely, isomorphic attribution. In study III (United States), we provide additional evidence of nomological validity by showing the relationship between AC and biculturalism. Our results demonstrate the importance of AC and imply that researchers in cross-cultural contexts can safely use the ACS-18 without risking substantive misinterpretation. We discuss results, future research directions, implications, and limitations of the study.

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Section: Discussionmentioning

confidence: 99%

Measurement invariance and nomological validity of theAttributional Complexity Scale: Evidence from Estonia, France, India, United States, and Vietnam

Lakshman

Ramaswami³

2020

Int'l Jnl of Cross Cultural Management

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“…In order to identify the strategic goals of M&As, possible types of mergers should be distinguished, as they determine the key goals pursued by executives of enterprises and search for opportunities (Cullen, Praveen 2011;Burkart et al 2012;MacNab, Worthley 2013;Milichovsky, Simberova 2015).…”

Section: Methods Goals and Reasons For Mergers And Acquisitions (Mandamentioning

confidence: 99%

Cross-Border Mergers and Acquisitions Factors in Joining the European Union Countries

Burksaitiene

Garškaitė-Milvydienė

2017

Proceedings of 5th International Scientific Conference Contemporary Issues in Business, Management and Education ‘2017

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Mergers and acquisitions (M&As) are increasingly being used in the business world, and this process plays an important role in economic theory and lays the foundations for sustainable business development. The global recovery in foreign direct investment (FDI) was strong in 2015, with global FDI flows jumping by 38%, their highest level since the global economic and financial crisis of 2008–2009. A surge in cross-border M&As to $721 billion, from $432 billion in 2014, was the principal factor behind the global rebound. These M&As were partly driven by very large corporate reconfigurations by multinational enterprises (MNEs), i.e. changes in legal or ownership structures, including shifting their headquarters for strategic reasons and tax inversions. This paper examines the key M&As stimulating strategic objectives and causes, and ways of this process, as well as the cross-border M&As market activity. The objective of this paper is to identify ways, purposes and reasons of M&As transactions, and to present the factors influencing this process and market activity. The object of this research is the M&As transactions market. Research methodology of this paper is based on scientific literature and statistical information systematic, comparative, logical and econometric analysis.

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“…The importance of accurate attributions by managers on subsequent actions and behavior vis-à-vis subordinates has also been noted in non-international contexts (e.g. MacNab and Worthley, 2012). Yet traditional literature (North American) on attribution theories of leadership (e.g.…”

Section: Introductionmentioning

confidence: 91%

“…Chen and Van Velsor, 1996; Lakshman, 2013) as having the greatest potential for contributing to cross-cultural leadership. Chen and Van Velsor (1996: 289) argued that attribution is often the key mediating process through which leaders and subordinates interpret and evaluate each other’s behaviors (see also MacNab and Worthley, 2012). Chen and Van Velsor further postulated that the success of leader–subordinate interactions, and hence leader effectiveness, depends greatly “on Triandis’ (1975) notion of isomorphic attribution, or the extent to which a person from one culture makes accurate attributions about the behavior of a person from another culture” (1996: 289).…”

Section: Introductionmentioning

confidence: 99%

Attributional complexity and leadership

Lakshman

Estay

2015

Int'l Jnl of Cross Cultural Management

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Despite the importance of attributional complexity (AC) of managers in cross-cultural contexts, empirical tests of the relationship between AC and the degree to which managers make isomorphic (accurate) attributions are absent. This study provides a crucial contribution to the literature by focusing on the hitherto unexamined empirical link between AC and accurate attributions. This study also contributes to the literature by drawing on the psychological and leader attribution literature to delineate the processes resulting from the information processing of attributionally complex individuals who use complex schemata and then linking these processes to leadership in cross-national contexts. This article tests the theoretical propositions of the model focusing on the process through which AC of managers affects the accuracy of their attributions, subsequently leading to their behaviors that create the climate for leader effectiveness. We provide an empirical test with data from manager-subordinate dyads in France and India. The following hypotheses are supported: AC of managers is linked to accuracy of attributions, as perceived by subordinates and performance enhancement strategies of managers are linked to isomorphic attributions and to key outcome variables (subordinate satisfaction and leadership perceptions), with power distance being a critical moderator. By examining and showing evidence for the moderating impact of power distance, we also contribute to the cross-cultural management literature on leadership. Results are discussed, along with limitations/directions for future research.

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Stereotype awareness development and effective cross-cultural management

Cited by 15 publications

References 46 publications

Measurement invariance and nomological validity of theAttributional Complexity Scale: Evidence from Estonia, France, India, United States, and Vietnam

Measurement invariance and nomological validity of theAttributional Complexity Scale: Evidence from Estonia, France, India, United States, and Vietnam

Cross-Border Mergers and Acquisitions Factors in Joining the European Union Countries

Attributional complexity and leadership

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