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Articles 1 - 13 of 13
Full-Text Articles in Social and Behavioral Sciences
The Mutual Constitution Of Culture And Psyche: The Bidirectional Relationship Between Individuals’ Perceived Control And Cultural Tightness-Looseness, Anyi Ma, Krishna Savani, Fangzhou Liu, Kenneth Tai, Aaron C. Kay
The Mutual Constitution Of Culture And Psyche: The Bidirectional Relationship Between Individuals’ Perceived Control And Cultural Tightness-Looseness, Anyi Ma, Krishna Savani, Fangzhou Liu, Kenneth Tai, Aaron C. Kay
Research Collection Lee Kong Chian School Of Business
According to the theory of mutual constitution of culture and psyche, just as culture shapes people, individuals’ psychological states can influence culture. We build on compensatory control theory, which suggests that low personal control can lead people to prefer societal systems that impose order, to examine the mutual constitution of personal control and cultural tightness. Specifically, we tested whether individuals’ lack of personal control increases their preference for tighter cultures as a means of restoring order and predictability, and whether tighter cultures in turn reduce people’s feelings of personal control. Seven studies (five preregistered) with participants from the United States, …
Culture And Firms, Zhihui Gu, Hao Liang, Hanyu Zhang
Culture And Firms, Zhihui Gu, Hao Liang, Hanyu Zhang
Research Collection Lee Kong Chian School Of Business
We study how societal culture shapes business activities and corporate behavior by leveraging data on the locations of Confucian schools in Ancient China. The number of historic Confucian schools surrounding a current firm’s location proxies for the firm’s exposure to Confucianism, the dominant culture in China over the last two thou- sand years, and is immune to the subjectivity and selection problems of most culture measures. We find systematic differences in corporate behavior across regions based on their varying exposure to Confucianism. Listed companies more exposed Confucianism make greater social contributions, provide greater employee protection, and have higher entertainment expenses, …
Unlocking The Creativity Potential Of Dialectical Thinking: Field Investigations Of The Comparative Effects Of Transformational And Transactional Leadership Styles, Roy Y. J. Chua, Jia Hui Lim, Wannwiruch (Fon) Wiruchnipawan
Unlocking The Creativity Potential Of Dialectical Thinking: Field Investigations Of The Comparative Effects Of Transformational And Transactional Leadership Styles, Roy Y. J. Chua, Jia Hui Lim, Wannwiruch (Fon) Wiruchnipawan
Research Collection Lee Kong Chian School Of Business
In a digital economy characterized by high volumes of information and ideas, many of which could be contradictory to one another, employees high in dialectical thinking should be well poised to connect disparate ideas to generate creative solutions for business problems. Yet, it is unclear whether dialectical thinking as a creativity-relevant skill can be realized in naturalistic workplace settings, given past mixed findings and the lack of field studies. We propose that supervisors’ leadership styles are important moderators that can unlock employees’ creativity potential in dialectical thinking. Additionally, we compare the activating effect of transformational leadership and the inhibiting effect …
What Makes Employees Feel Empowered To Speak Up?, Shilpa Madan, Kevin Nanakdewa, Krishna Savani, Hazel Rose Markus
What Makes Employees Feel Empowered To Speak Up?, Shilpa Madan, Kevin Nanakdewa, Krishna Savani, Hazel Rose Markus
Research Collection Lee Kong Chian School Of Business
Most managers understand that empowering employees to voice their opinions can help companies innovate and uncover their own shortcomings. However, this understanding does not seem to translate into action. Research shows that over 85% of employees remain silent on crucial matters because they worry about being viewed negatively. How can managers encourage employees to speak their minds at work? The authors’ new research identified a novel method to encourage employees to exercise their voice: creating a company culture that emphasizes the idea of choice. They found that employees were more likely to share their ideas and opinions at a company …
The Salience Of Choice Fuels Independence: Implications For Self-Perception, Cognition, And Behavior, Kevin Nanakdewa, Shilpa Madan, Krishna Savani, Hazel Rose Markus
The Salience Of Choice Fuels Independence: Implications For Self-Perception, Cognition, And Behavior, Kevin Nanakdewa, Shilpa Madan, Krishna Savani, Hazel Rose Markus
Research Collection Lee Kong Chian School Of Business
More than ever before, people across the world are exposed to ideas of choice and have opportunities to make choices. What are the consequences of this rapidly expanding exposure to the ideas and practice of choice? The current research investigated an unexamined and potentially powerful consequence of this salience of choice: an awareness and experience of independence. Four studies (n = 1,288) across three cultural contexts known to differ in both the salience of choice and the cultural emphasis on independence (the United States, Singapore, and India) provided converging evidence of a link between the salience of choice and independence. …
Mapping Cultural Tightness And Its Links To Innovation, Urbanization, And Happiness Across 31 Provinces In China, Roy Y. J. Chua, Kenneth Huang, Mengzi Jin
Mapping Cultural Tightness And Its Links To Innovation, Urbanization, And Happiness Across 31 Provinces In China, Roy Y. J. Chua, Kenneth Huang, Mengzi Jin
Research Collection Lee Kong Chian School Of Business
We conduct a 3-y study involving 11,662 respondents to map cultural tightness—the degree to which a society is characterized by rules and norms and the extent to which people are punished or sanctioned when they deviate from these rules and norms—across 31 provinces in China. Consistent with prior research, we find that culturally tight provinces are associated with increased governmental control, constraints in daily life, religious practices, and exposure to threats. Departing from previous findings that tighter states are more rural, conservative, less creative, and less happy, cultural tightness in China is associated with urbanization, economic growth, better health, greater …
Innovating At Cultural Crossroads: How Multicultural Social Networks Promote Ideas Flow And Creativity, Roy Y. J. Chua
Innovating At Cultural Crossroads: How Multicultural Social Networks Promote Ideas Flow And Creativity, Roy Y. J. Chua
Research Collection Lee Kong Chian School Of Business
Diversity in social networks is often linked to enhanced creativity. Emerging research on exposure to diverse informational resources (e.g., ideas and knowledge) however has painted a more complex picture regarding its effect on individuals’ creative performance. This research examines the effects of culturally diverse networks on the flow of ideas and individuals’ creativity. Combining social network analysis with experimental methods, two studies using different samples found that a culturally diverse network increases the likelihood of receiving culture-related novel ideas (but not other types of novel ideas) from network contacts, whether or not these contacts share one’s own culture of origin. …
Can Asians Be Creative?, Chua, Roy Y. J., Jerry Zremski
Can Asians Be Creative?, Chua, Roy Y. J., Jerry Zremski
Research Collection Lee Kong Chian School Of Business
A crotchety American named Henry Ford invented a modern, fast and efficient way to manufacture automobiles and a Japanese man named Eiji Toyoda refined and perfected it. A series of innovators across the western world developed the television - and the tech specialists at Sony, Toshiba and a host of other Asian companies found ways to make TVs better, cheaper, faster. And an idiosyncratic Californian named Steve Jobs invented a company that made a smart phone for the masses - and then outsourced the manufacturing to China. If you detect a pattern here, you are not alone. Asia may be …
How Do We Adopt Multiple Cultural Identities? A Multidimensional Operationalization Of The Sources Of Culture, Badri Zolfaghari, Guido Mollering, Timothy Adrian Robert Clark, Graham Dietz
How Do We Adopt Multiple Cultural Identities? A Multidimensional Operationalization Of The Sources Of Culture, Badri Zolfaghari, Guido Mollering, Timothy Adrian Robert Clark, Graham Dietz
Research Collection Lee Kong Chian School Of Business
Given the shortcomings of unidimensional accounts of culture that are based on nationality, this paper builds on and steps beyond current multidimensional conceptualizations of culture in order to provide first empirical evidence for a multidimensional operationalization of culture. It shows the multiple and simultaneous sources of cultural values (i.e., Family, Nationality, Urban/Rural Background, etc.) that individuals draw from in order to behave in accordance with their social setting. This contributes to our understanding of how and when individuals adopt multiple cultural identities. As the first attempt to operationalize the 'mosaic' framework of culture proposed by Chao and Moon (2005), this …
Negotiating Successfully In Asia, Michael Benoliel
Negotiating Successfully In Asia, Michael Benoliel
Research Collection Lee Kong Chian School Of Business
Cross-cultural negotiations are complex, challenging, and difficult to navigate because much of the Asian culture is unstated, implicit, and internalized in subtle behavioral patterns. It is like an iceberg; more is invisible and less is visible. To understand how the Asian negotiation values and practices are different from those in the West, I describe briefly the Asian cultural roots, highlight the major dimensions that differentiate cultures, explore the factors that influence the Asian negotiation processes and outcomes, and provide a list of practical suggestions for negotiating successful deals with Asian negotiators.
Collaborating Across Cultures: Cultural Metacognition And Affect-Based Trust In Creative Collaboration, Roy Y. J. Chua, Michael W. Morris, Shira Mor
Collaborating Across Cultures: Cultural Metacognition And Affect-Based Trust In Creative Collaboration, Roy Y. J. Chua, Michael W. Morris, Shira Mor
Research Collection Lee Kong Chian School Of Business
We propose that managers adept at thinking about their cultural assumptions (cultural metacognition) are more likely than others to develop affect-based trust in their relationships with people from different cultures, enabling creative collaboration. Study 1, a multi-rater assessment of managerial performance, found that managers higher in metacognitive cultural intelligence (CQ) were rated as more effective in intercultural creative collaboration by managers from other cultures. Study 2, a social network survey, found that managers lower in metacognitive CQ engaged in less sharing of new ideas in their intercultural ties but not intracultural ties. Study 3 required participants to work collaboratively with …
Guanxi Versus Networking: Distinctive Configurations Of Affect- And Cognition-Based Trust In The Networks Of Chinese And American Managers, Roy Y. J. Chua, Michael W. Morris, Paul Ingram
Guanxi Versus Networking: Distinctive Configurations Of Affect- And Cognition-Based Trust In The Networks Of Chinese And American Managers, Roy Y. J. Chua, Michael W. Morris, Paul Ingram
Research Collection Lee Kong Chian School Of Business
This research investigates hypotheses about differences between Chinese and American managers in the configuration of trusting relationships within their professional networks. Consistent with hypotheses about Chinese familial collectivism, an egocentric network survey found that affect- and cognition-based trust were more intertwined for Chinese than for American managers. In addition, the effect of economic exchange on affect-based trust was more positive for Chinese than for Americans, whereas the effect of friendship was more positive for Americans than for Chinese. Finally, the extent to which a given relationship was highly embedded in ties to third parties increased cognition-based trust for Chinese but …
Understanding Chinese Business Behaviour: A Historical Perspective, Taieb Hafsi, Li Yan
Understanding Chinese Business Behaviour: A Historical Perspective, Taieb Hafsi, Li Yan
Research Collection Lee Kong Chian School Of Business
The behaviour of Chinese business has been studied by a variety of strategic management scholars (see in particular Hafsi and Tian, 2005; Peng, 2006; Peng and Heat, 1996). Most of these studies rely on traditional data gathering, either in the form of interviews or published data banks. Very little attention has been given to history as a determinant of strategic behaviour. In this paper, we propose that the cognitive orientation of Chinese managers is dominated by their knowledge and understanding of Chinese history. We take the Three Kingdoms historic novel as a proxy to history to derive basic behavioral norms …