By P. Christopher Earley, Harbir Singh
Presenting cross-cultural study on a variety of organizational issues, this e-book levels from the person to the macro point. one of the concerns tested are: organizational belief in foreign settings, HRM matters in overseas joint ventures, constructing strategic virtue throughout borders, and social partnerships for sustainable progress.
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Extra info for Innovations in International and Cross-Cultural Management
Although both differentiation and evaluative judgments of the status of group members are ongoing processes that challenge individuals' perceived legitimacy, we propose that they do not necessarily result in manifest conflict unless there are substantive disagreements regarding the status structure of the group. Evidence on this point is provided in part by Blalock's (1957) study of race relations in the United States. He argued that as members of a relatively advantaged group become less numerous, and as members of a relatively disadvantaged group become more numerous, the stability of the status hierarchy decreases.
Multicultural groups need time to understand one another's behavior, to assess one another's capabilities, and to find mutually agreeable ways of working together. Although this is true of any new group, the barriers that culture creates make the process substantially more difficult. Social psychological theory suggests that we typically would expect to see improvement in members' attitudes toward one another based on increased opportunities for interaction over time (Schacter, 1959). Researchers have suggested a role for familiarity with the out-group in mitigating in-group favoritism (Taylor, Fiske, Etcoff, & Ruderman, 1978) or changing behavioral responses to out-groups (Rao & Schmidt, 1995).
Being a white male) become associated with the current task simply because expectations regarding the performance of an individual with these characteristics are activated in conjunction with current task outcomes. Research evidence indicates that these diffuse characteristics contribute, independently of performance, to ascriptions of status (Cohen & Zhou, 1991). Typically, once status orders are formulated, they are difficult to change because they exist, to a great extent, independently of current performance evaluations (Berger, Rosenholtz, & Zelditch, 1980).