The Cultural Variance Model of Organizational Shame and its Implications on Health and Well‐Being¹

Abstract

Drawing on various studies, we provide a holistic view incorporating different nested cultural contexts, organizational shame, and health outcomes. We introduce the concept of organizational shame and explain its two key domains: conformity and status/competition. Then, we comprehensively review prior studies on cultural approaches to shame and propose our cultural variance model of organizational shame. Our model illustrates an equilibrium, exhibiting dominant and stable patterns of shame domains formed by reinforcing relationships among three key nested contextual layers: individuals (workers), organizations (firms), and the labor market. We apply our model to discuss general and occupational implications and outline future research directions. Thus, we hope to conceptualize organizational shame within the dynamic contexts of organizations and cultures.

The Effect of Deviant Workplace Behavior on Job Performance: The Mediating Role of Organizational Shame and Moderating Role of Perceived Organizational Support

“…Organizational shame refers to feelings induced by social devaluation in response to violations of consistency norms or threats to one's status within the organization [9]. The framework of organizational shame (FOS) proposed by Daniels and Robinson [10] offers a new perspective for understanding the elicitation and subsequent effects of shame in the workplace.…”

“…Employees who are expected to conform to the norms are more likely to feel shame when their behavior violates the minimum normative standards (e.g., harassment, cheating, etc.). As a result of organizational shame, they feel that their social self has been compromised, which motivates them to compensate for it by self-regulating and performing at a high level at work [9]. Additionally, the employees' selves and the organization's selves are interdependent and partially overlapped in Eastern cultures, and they emphasize harmonious relationships between themselves and others.…”

How Does Relative Leader-Member Exchange Influence Employee Proactive Behavior? The Roles of Pride, Shame, and Internal Attribution Tendency

“…Shame is an emotion of self-consciousness, which is triggered by self-reflection and self-evaluation [5] (Tracy & Robins, 2007). Employee competition for status in the workplace can lead to shame [3] (Akutsu et al, 2022). In the small scope of the team, the perception of RLMX, to a greater extent, is considered a positive or negative evaluation on themselves from their leaders [6] (Hu & Liden, 2013).…”

“…We argue that each employee first evaluates his or her relative position in the working group and then experiences different work emotions. Both pride and shame can be aroused by status competition in the workplace [3] (Akutsu et al, 2022). When getting a better LMX, employees will have pride, and this kind of positive pride will promote employee proactive behavior.…”

Editorial: Culture and Health

“…In the last paper, entitled “The Cultural Variance Model of Organizational Shame and its Implications on Health and Well‐being,” Akutsu et al (2022) focused on shame in the organizational context. They examined the effect that organizational shame has on individuals' health and subjective well‐being and the moderating role played by culture.…”