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Social sciences

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Responses of employees to cultural adaptation by a foreign manager

Article Abstract:

This study examined how an often advocated strategy for bridging cultural distance in international business relationships affected participants' responses and behavioral intentions. Participants were employees (N=223) in the U.S. subsidiaries of Japanese manufacturing firms. The context was simulated by having participants respond to videotapes of a Japanese manager interacting with American subordinates. Cultural adaptation by the foreign manager was positively related to perceptions of similarity and managerial effectiveness and was negatively related to internal causal attributions for the manager's behavior. Attributions were directly related to participants' intentions to trust and perceptions of managerial effectiveness and moderated the relationship between perceptions of similarity and intentions to associate. Effects of participants' stereotypic expectations and the importance of nationality to their self-esteem were also explored. (Reprinted by permission of the publisher.)

Research, International business enterprises, Multinational corporations, Management, Workplace multiculturalism, Workplace diversity, Cultural relations

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Defining "coercion" and "consent" cross-culturally

Article Abstract:

Efforts to conduct a cross-cultural study of sexual coercion are hampered by the lack of a universal definition of consent. While sexual coercion or violence is frowned upon in some cultures, they are tolerated and even encouraged in other societies. Aside from cultural differences in the conceptualization of acceptable behavior, a standard definition of coercion is difficult to form because the concept is based on social norms and is therefore changeable.

Sexual behavior, Social aspects, Analysis, Sex customs, Cross-cultural studies, Cross cultural studies, Sexual ethics, Rape, Sex research

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