East meets west meets mideast: further explorations of collectivistic and individualistic work groups

Article Abstract:

The extent of people's cultural beliefs of individualism or collectivism have been used to predict the effectiveness of many management practices. A key aspect of those characteristics is the relation of individualists and collectivists to members of their ingroup and outgroups. This study examined the implications of group membership for individual performance in a group setting through an experiment using Chinese, Israeli, and American subjects. The performance of individualists who thought they were working in an ingroup or an outgroup was lower than the performance of individualists working alone, whereas collectivists' performance was lower in an individual or outgroup context than in an ingroup context. Perceptions of individual and group efficacy and anticipated performance outcomes mediated the effects of the exogenous variables. A follow-up field survey showed support for a conceptual replication of the results. (Reprinted by permission of the publisher.)

International aspects, Individualism, Collectivism

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The impact of participation on goal acceptance and performance: a two-step model

Article Abstract:

A laboratory study and a field experiment were conducted to test goal setting strategies and goal acceptance, with a two-step model hypothesized: participation leads to acceptance leads to performance. It was hoped that this would allow the strategies to be tested more effectively, with hierarchical regression analyses showing that the participative and representative groups performed better than the assigned groups when individual goal acceptance was variable. The two-step model is supported by the findings, and an explanation is provided on why earlier research failed to distinguish empirically between participative and assigned goal setting.

Psychological aspects, Goal setting, Achievement motivation, Management by objectives, Participation

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Is group productivity loss the rule or the exception? Effects of culture and group-based motivation

Article Abstract:

This study examined four causes of group performance loss: goal specificity, communication, incentives for goal attainment, and high versus low cultural collectivism. Subjects were managers from Israeli kibbutzim (63 individuals) and cities (59 individuals) who worked on a simulated task requiring them to evaluate resumes. We used a two-by-three-by-four design in which sample, goal, and test condition were varied to test hypotheses. Group performance loss occurred only for urban respondents with a do-your-best goal and team task. (Reprinted by permission of the publisher.)

Organizational behavior, Labor productivity

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