Asian American managers: an impression gap? An investigation of impression management and supervisor-subordinate relationships
Article Abstract:
Asian American managers report using significantly lower levels of self-disclosure, self-focused impression management tactics, and supervisor-focused impression management tactics but more job-focused impression tactics compared to European American managers. Asian Americans appear to use tactics that do not impress supervisors and do not make enough use of tactics that might pay off in improved supervisor-subordinate relationships and upward mobility. Further, supervisors are not impressed by the tactics Asian Americans believe they are using to impress their supervisors. Asian American managers' perceptions of the quality of supervisor-subordinate relationships are not in harmony with supervisors' perceptions of these relationships. European American managers seem to be in tune with their supervisors' perceptions of the quality of the relationship and the impression management tactics they report. If upward mobility is enhanced by good supervisor-subordinate relationships, this impression management gap may help explain why so few Asian American managers attain leadership positions. (Reprinted by permission of the publisher.)
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 1997
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Building bridges for refugees: toward a typology of bridging organizations
Article Abstract:
In this article, the authors examine the dynamics of bridging organizations in activist domains. The purpose of these organizations is to serve as a link between other organizations and individuals. Drawing on a comparative case study of three national refugee systems, they develop a typology of bridging organizations based on the degree to which each organization shares the values of other organizations in the domain: center extension, border federation, pure bridge. The center extension shares the values of center organizations, transmitting them to the border. The border federation operates much closer to the border, voicing its values and negotiating on its behalf with the center. The pure bridge is a classic bridging organization: It attempts to incorporate values from both center and border, mediating, translating, and negotiating them in an attempt to connect the two sides in a workable relationship. (Reprinted by permission of the publisher.)
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 1999
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Asian American attitudes toward affirmative action in employment: implications for the Model Minority Myth
Article Abstract:
The authors applied the Fishbein and Ajzen theory of attitudes to understand Asian Americans' beliefs and attitudes toward affirmative action programs (AAPs) in employment, emphasizing the (dis)similarity of Asians' attitudes to those of Whites, Blacks, and Hispanics. In two studies involving more than 1,000 participants, the authors found evidence of greater attitudinal similarity among Asians, Blacks, and Hispanics than between Asians and Whites. Asian U.S. citizens reported significantly more experience with workplace discrimination than did Whites, about the same as Hispanics, and less than Blacks. These reports of discrimination were significantly and positively correlated with attitude toward AAPs. These results, which are contrary to the Model Minority Myth, are discussed along with implications for further research and for affirmative action practices. (Reprinted by permission of the publisher.)
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 1997
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