Effects of cultural power distance on group creativity and individual group member creativity

2015 ◽  
Vol 36 (7) ◽  
pp. 990-1007 ◽  
Author(s):  
Feirong Yuan ◽  
Jing Zhou
Keyword(s):  
Power Distance ◽  
Group Creativity ◽  
Individual Group ◽  
Cultural Power ◽  
Individual Group Member ◽  
Group Member

scholarly journals Multilevel Models to Identify Contextual Effects on Individual Group Member Outcomes: A Family Example

2011 ◽  
Vol 50 (2) ◽  
pp. 167-183 ◽  
Author(s):  
DANIEL FEASTER ◽  
AHNALEE BRINCKS ◽  
MICHAEL ROBBINS ◽  
JOSÉ SZAPOCZNIK
Keyword(s):  
Multilevel Models ◽  
Contextual Effects ◽  
Individual Group ◽  
Individual Group Member ◽  
Group Member

An Investigation of Cross-Cultural Power Distance and Quality Focus

2005 ◽  
Author(s):  
Christine L. Stanek ◽  
Lisa M. Perez ◽  
Scott M. Brooks ◽  
Jack W. Wiley
Keyword(s):  
Power Distance ◽  
Cross Cultural ◽  
Cultural Power

The Effects of Culture and Socioeconomics on the Performance of Global Brand Image Strategies

1995 ◽  
Vol 32 (2) ◽  
pp. 163-175 ◽  
Author(s):  
Martin S. Roth
Keyword(s):  
Brand Image ◽  
Power Distance ◽  
Product Performance ◽  
Global Markets ◽  
Foreign Markets ◽  
Global Brand ◽  
Functional Problem ◽  
Cultural Power ◽  
Performance Results ◽  
Image Performance

Developing and managing brand image is an important part of a firm's marketing program. However, little research has been done (1) on linking the use of brand image strategies to product performance or (2) on managing brand images in global markets. The author examines the brand image-performance linkage for consumer goods in two categories marketed internationally. He also develops a conceptual framework that identifies various cultural and socioeconomic environmental characteristics of foreign markets that are hypothesized to affect brand image performance. Results from a 10 country/60 region study indicate that cultural power distance, cultural individualism, and regional socioeconomics affect the performance of functional (problem prevention and solving), social (group membership and symbolic), and sensory (novelty, variety, and sensory gratification) brand image strategies. The author then discusses the implications for managers marketing brands internationally and the directions for further research.

scholarly journals When in Rome, Look Like Caesar? Investigating the Link between Demand-side Cultural Power Distance and CEO Power

2016 ◽  
Vol 59 (4) ◽  
pp. 1361-1384 ◽  
Author(s):  
Ryan Krause ◽  
Igor Filatotchev ◽  
Garry D. Bruton
Keyword(s):  
Power Distance ◽  
Demand Side ◽  
Ceo Power ◽  
Cultural Power

scholarly journals Measuring Dynamical Interdependence in Small-Group Collaborations

2021 ◽  
Vol 8 (1) ◽  
pp. 95-112
Author(s):  
Peter Halpin
Keyword(s):  
Small Group ◽  
Reliability And Validity ◽  
Mathematics Assessment ◽  
Network Structures ◽  
Individual Group ◽  
Online Chat ◽  
Dynamical Network ◽  
Group Members ◽  
The Individual ◽  
Group Member

This paper addresses dynamical interdependence among the actions of group members. I assume that the actions of each member can be represented as nodes of a dynamical network and then collect the nodes into disjoint subsets (components) representing the individual group members. Interdependence among group members’ actions can then be defined with reference to a K-partite network, in which the partitions correspond to the group member components. Independence among group members’ actions can be defined with reference to a network in which the group member components are disconnected from one another. The degree to which the interactions of actual groups correspond to either of these theoretical network structures can be characterized using modified versions of existing network statistics. Taking this approach, I propose a number of network-based measures of dynamical interdependence, discuss the interpretation of the proposed measures, and consider how to assess their reliability and validity. These ideas are illustrated using an example in which dyads collaborated via online chat to complete a grade 12 level mathematics assessment.

Intergroup Contact

2017 ◽  
Author(s):  
Jake Harwood
Keyword(s):  
Intergroup Contact ◽  
Dominant Group ◽  
Negative Effects ◽  
Broadcast Media ◽  
Positive Attitudes ◽  
The Status ◽  
Perceptions Of Inequality ◽  
Individual Group Member ◽  
The Individual ◽  
Group Member

Contact between members of different groups has long been advocated as a productive means for reducing intergroup prejudice. The empirical evidence supports this notion, with hundreds of studies indicating that people (especially people from dominant groups) gain more positive attitudes towards other groups (typically non-dominant groups) by communicating with members of those groups. Generalization from the individual group member to the group as a whole is stronger when the target’s group membership is salient during the encounter, albeit that generalization might be positive or negative. Recent years have seen expanded definitions of intergroup contact, moving from direct face-to-face contact to broader realms such as imagining interaction with the outgroup, contacting the outgroup through interactive (e.g., computer) or non-interactive (e.g., broadcast) media, and becoming aware of or observing contact involving other ingroup and outgroup members. Several suggestions for the most effective content of contact have been supplied, but the most definitive recommendation is simply that the contact not be negative: contact involving extensive conflict and negative emotions do not reduce prejudice. The effects of contact can occur through a wide variety of mediators, but the most commonly studied have been anxiety and empathy: contact reduces anxiety and increases empathy, and those emotional responses translate into more positive intergroup attitudes. Counter-intuitively, some evidence suggests that contact is most effective for people with higher levels of pre-existing prejudice. Contact can have some ironic negative effects on progress towards societal equity. In particular, considerable evidence suggests that harmonious intergroup contact can reduce perceptions of inequality and suppress the motivation for social change for dominant and subordinate groups. For subordinate groups specifically, a positive intergroup experience with a dominant group member can reduce the drive to actively challenge the status quo.

scholarly journals A model for selecting project team members using multicriteria group decision making

2010 ◽  
Vol 30 (1) ◽  
pp. 221-236 ◽  
Author(s):  
Luciana Hazin Alencar ◽  
Adiel Teixeira de Almeida
Keyword(s):  
Decision Making ◽  
Group Decision ◽  
Project Team ◽  
Team Members ◽  
Multi Criteria Evaluation ◽  
Team Selection ◽  
Decision Making Problem ◽  
Multicriteria Group Decision Making ◽  
Individual Group Member ◽  
Group Member

Selecting a project team is a complex multi-criteria decision-making problem. For this reason, one appropriate way to tackle such problems involves the use of multi-criteria decision aid methods. However, most of the decisions taken regarding the selection of project teams are made by a group of people. It is this which changes the focus of the problem by moving from one decision-maker (DM) to a group of DMs. Analysis needs to be extended in order to consider the preference structure of each individual group member. In this paper, we present a group decision model for project team selection based on a multi-criteria evaluation of the preferences of a client's representatives. It could be applied to any decision problem since it involves a group of decision makers whose preferences diverge little. An application of the model in order to select consultants for a construction project is presented.

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