The impact of life stage and societal culture on subordinate influence ethics: A study of Brazil, China, Germany, and the US
Contribuinte(s) |
UNIVERSIDADE DE SÃO PAULO |
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Data(s) |
19/10/2012
19/10/2012
2009
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Resumo |
In this paper, we investigate the effects of societal values and life stage on subordinate influence ethics. Based on the evolving crossvergence theory of macro-level predictors of values evolution, we demonstrate the applicability of crossvergence theory in the micro-level context. Furthermore, our study provides the first empirical multi-level analysis of influence ethics utilizing a multi pie-country sample. Thus, we illustrate how the breath of crossvergence can be expanded to provide a multi-level theoretical foundation of values and behavior evolution across cultures. Specifically, we integrate micro-level life stage theory and macro-level societal culture theory to concurrently assess the contributions of each theory in explaining subordinate influence ethics across the diverse societies of Brazil. China, Germany and the U.S. Consistent with previous research, we found significant societal differences in influence ethics. However, we also found that life stage theory played a significant role in understanding influence ethics. Thus, our findings expand the crossvergence perspective on societal change, indicating that key micro-level predictors (e.g., life stage) should be included in cross-cultural research. (C) 2009 Elsevier Inc. All rights reserved. |
Identificador |
JOURNAL OF INTERNATIONAL MANAGEMENT, v.15, n.4, p.374-386, 2009 1075-4253 http://producao.usp.br/handle/BDPI/20482 10.1016/j.intman.2009.02.004 |
Idioma(s) |
eng |
Publicador |
ELSEVIER SCIENCE BV |
Relação |
Journal of International Management |
Direitos |
restrictedAccess Copyright ELSEVIER SCIENCE BV |
Palavras-Chave | #Ethics #Influence #Crossvergence #Life stage #Brazil #China #Germany #US #UNITED-STATES #WORK VALUES #PERCEIVED EFFECTIVENESS #MANAGERIAL VALUES #INFLUENCE TACTICS #AGE #INDIVIDUALISM #METAANALYSIS #CONVERGENCE #DIVERGENCE #Management |
Tipo |
article original article publishedVersion |