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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 …
How Do Institutional Environments Affect Directors' Behaviors And Their Effectiveness?, Toru Yoshikawa, Hongjin Zhu
How Do Institutional Environments Affect Directors' Behaviors And Their Effectiveness?, Toru Yoshikawa, Hongjin Zhu
Research Collection Lee Kong Chian School Of Business
We examine how institutional environments affect outside directors’ behaviors and their effectiveness. Extant research on the board of directors has indicated that outside directors play a significant role in exercising independent control over management and providing resources. However, we know little about whether and how the relative importance of the two functions varies across different institutional environments characterized by distinct dominant exchange modes (contractual vs. relational). By differentiating between relationship-based and contract-based exchange regimes, we develop a conceptual model to show how the differences in transaction structures influence the relative importance of outside directors as monitors and resource providers, and …