Terms of abuse as expression and reinforcement of cultures

In this study terms of abuse are investigated in 11 different cultures. Spontaneous verbal aggression is to a certain extent reminiscent of the values of a certain culture. Almost 3000 subjects from Spain, Germany, France, Italy, Croatia, Poland, Great Britain, USA, Norway, Greece, and The Netherlands were asked to write down terms of abuse that they would use given a certain stimulus situation, and in addition, to give their rating of the offensive character of those terms. A total set of 12,000 expressions was collected. The frequencies of the expressions were established, and the total list of expressions was reduced to 16 categories. Results point to some etic taboos, like sexuality and lack of intelligence. On the other hand clear differences across cultures were found, which cannot easily be explained by existing classifications of national cultures. Explanations are provided in terms of dimensions on which the 11 cultures differ.

Teamwork for product innovation in Taiwanese family firms:an indigenous psychology perspective: An indigenous psychology

As the existing team literature mostly excludes context and culture, little is known about how these elements affect real-life team working (Engestrom, 2008; Salas & Wildman, 2009), and how teams work in non-Western settings, such as in Chinese firms (Phan, Zhou, & Abrahamson, 2010).This research addresses this issue by investigating how new product design (NPD) teams use team working to carry out product innovation in the context of Chinese family businesses (CFBs) via an indigenous psychology perspective. Unlike mainstream teamwork literature which mostly employs an etic design, an indigenous psychology perspective adopts an emic approach which places emphasis on understanding real-life phenomena in context through a cultural-insider perspective (Kim, 2000). Compatible with this theoretical position, a multiple qualitative case study approach was used as the research methodology. Three qualitative case studies were carried out in three longstanding family-run manufacturing firms in Taiwan, where family firms have been the pillars of high economic growth in the past five decades (W.-w. Chu, 2009). Two salient findings were established across the three case studies. First, the team processes identified across the three family firms are very similar with the exception of owners’ involvement and on-the-job training. All three family firms’ NPD teams are managed in a highly hierarchical manner, with considerable emphasis placed on hierarchical ranking, cost-effectiveness, efficiency, practicability, and interpersonal harmony. Second, new products developed by CFBNPD teams are mostly incremental innovation or copycat innovation, while radical or original products are rare. In many ways, CFBNPD teams may not be the ideal incubators for innovation. This is because several aspects of their unique context can cast constraints on how they work and innovate, and thus limit the ratio of radical innovation. A multi-level review into the facilitators and inhibitors of creativity or innovation in CFBNPD teams is provided. The theoretical and practical implications of the findings and the limitations of the study are also addressed.