The Strong Situation Hypothesis

Cooper, William H.; Withey, Michael J.

doi:10.1177/1088868308329378

Cited by 258 publications

(287 citation statements)

References 55 publications

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“…Moreover, recent research from cognitive psychology suggests a dynamic constructivist approach to culture (Hong et al, 2000;Molinski, 2007), allowing for even intra-individual cultural variation. The more contextual view of culture is in line with thinking in psychology on the interaction of the situation/context with the individual (see, e.g., Cooper & Withey, 2009) as compared with the more automatic and reflexive view (see, e.g., Wyer, 2014).…”

Section: The Characterization Of Culturementioning

confidence: 63%

Conceptualizing and measuring culture in international business and management: From challenges to potential solutions

et al. 2015

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Understanding the influence of culture on business operations has been one of the most enduring components of international business (IB) and international management (IM) theorizing and empirical investigation. While several critiques and debates questioned the significant progress made in this domain, the special issue we introduce here is meant to demonstrate that further advancement on how we conceptualize and measure culture is not only needed, but also possible. We provide an overview of past and current approaches in the measurement of culture in IB/IM and the challenges associated with these approaches, and emphasize the important, yet insufficiently acknowledged, link between the theoretical conceptualization of culture and its measurement. We then introduce the four articles included in the special issue and highlight how they break away from the "addiction" to approaches that have been very useful in getting where we are today, but that might not always be useful in advancing knowledge beyond what we already know. Last but not the least, we offer our own perspective on promising directions in conceptually and methodologically rethinking the study of culture in IB and IM.

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Section: The Characterization Of Culturementioning

confidence: 63%

Conceptualizing and measuring culture in international business and management: From challenges to potential solutions

et al. 2015

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“…Meyer et al (2010) point out that much of the widelycited research has been in a laboratory setting, perhaps using scenarios and expected rather than actual responses; and Cooper and Withey (2009) conclude from their review that the "transformation from hypothesis to dogma is based more on the plausibility of the [situational strength] hypothesis and sheer repetition than on any empirical evidence" (p.64).…”

Section: Research Implicationsmentioning

confidence: 99%

“…This framework has been widely accepted by researchers in many areas, although empirical support has largely derived from laboratory investigations and many findings have not been positive (Cooper & Withey, 2009;Meyer, Dalal, & Hermida, 2010). Mischel's definitional emphasis was on consensus versus variability in perceptions, but his construct of strength has since been measured in very different ways -through "a host of ad hoc operationalizations" (Meyer et al, 2010, p. 122).…”

mentioning

confidence: 99%

Job features, job values, and affective strength

Warr

Inceoglu

2013

European Journal of Work and Organizational Psychology

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Job values and job characteristics are widely assumed to interact with each other, in that jobholders' preferences are thought to moderate associations of job content with well-being. However an examination of previous research revealed considerable between-feature inconsistency in findings about moderation, and a new contingency variable was introduced to account for that inconsistency. This construct, labelled "affective strength", was defined and investigated through the spread of a feature's desirability in a studied sample. A threesample examination of feature-by-value interactions across a broad set of job features confirmed that moderation by job values is often weak and that patterns vary between features. As predicted, associations between job characteristics and well-being were found to be significantly more influenced by worker preference when those characteristics were of lower affective strength -having greater variance in desirability. Models of job design need to incorporate worker preferences but also the varying influence of those preferences -in effect through a second-order interaction.In reviewing the "person-situation controversy", Pervin (1989) pointed to a general agreement that "most psychologists now see themselves as interactionists" (p. 350) -accepting that both the person and the environment affect people's experience and behaviour. However, as he argued, "interaction" has several meanings and we need to learn more about different forms of operation. For example, does the combined operation of personal and situational factors always involve a statistical interaction? Or are associations with personal and situational variables sometimes independent of each other? In the latter case, what variables might underlie the difference between patterns? Applying Pervin's profession-wide account to the specific area of organizational research, work and organizational psychologists typically see themselves as interactionists. This is exemplified in the widespread acceptance of conclusions drawn by Hackman and Lawler (1971) and Hackman and Oldham (1980) about the notion of "growth-need strength". Within their model of job characteristics and psychological outcomes, these authors proposed a moderating influence from workers' preference for a compound of intrinsic job featureshow much they would like to have that compound set of features in a job. They found that the correlation of intrinsic characteristics with job-related well-being tended to be greater for workers whose preference for the set of features (their "growth-need strength" or "GNS")

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“…However, there is likely ambiguity in the potential health outcomes for most patients, e.g., some high cholesterol patients will develop heart disease but other will not. In these weaker situations, personality will play a larger role in driving behavior (Cooper & Withey, 2009).…”

Section: Personality and Health Response 17mentioning

confidence: 99%