Do different cultural values affect the excess return of sin stocks?

Abstract In this paper, we explore cultural values and expectations that might vary among different groups. Using the collectivist-individualist framework, we discuss differences in beliefs about the caregiver role in teaching and interacting with young children. Differences in these beliefs can lead to dissatisfaction with services on the part of caregivers and with frustration in service delivery on the part of service providers. We propose that variation in caregiver and service provider perspectives arise from cultural values, some of which are instilled through our own training as speech-language pathologists. Understanding where these differences in cultural orientation originate can help to bridge these differences. These can lead to positive adaptations in the ways that speech-language pathology services are provided within an early intervention setting that will contribute to effective intervention.

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Information and Communication Technology and Cultural Change

Social Psychology ◽

10.1027/1864-9335/a000123 ◽

2012 ◽

Vol 43 (4) ◽

pp. 222-231 ◽

Cited By ~ 14

Author(s):

Nina Hansen ◽

Tom Postmes ◽

Nikita van der Vinne ◽

Wendy van Thiel

Keyword(s):

Cultural Values ◽

Information And Communication Technology ◽

Communication Technology ◽

Cultural Change ◽

Control Group ◽

Self Construal ◽

Information And Communication ◽

The Impact ◽

Ict For Development ◽

Practical Implications

This paper studies whether and how information and communication technology (ICT) changes self-construal and cultural values in a developing country. Ethiopian children were given laptops in the context of an ICT for development scheme. We compared children who used laptops (n = 69) with a control group without laptops (n = 76) and a second control group of children whose laptop had broken down (n = 24). Results confirmed that after 1 year of laptop usage, the children’s self-concept had become more independent and children endorsed individualist values more strongly. Interestingly, the impact of laptop usage on cultural values was mediated by self-construal (moderated mediation). Importantly, modernization did not “crowd out” traditional culture: ICT usage was not associated with a reduction in traditional expressions (interdependent self-construal, collectivist values). Theoretical and practical implications are discussed.

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The Emergence and Maintenance of Ethical Leadership in Organizations

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000055 ◽

2012 ◽

Vol 11 (1) ◽

pp. 7-19 ◽

Cited By ~ 33

Author(s):

Silke Astrid Eisenbeiß ◽

Steffen R. Giessner

Keyword(s):

Cultural Values ◽

Ethical Leadership ◽

Leadership Behavior ◽

Peer Group ◽

Organizational Characteristics ◽

Future Research ◽

Environmental Complexity ◽

Group Influence ◽

Analysis Society ◽

Different Levels

The present paper gives a review of empirical research on ethical leadership and shows that still little is known known about the contextual antecedents of ethical leadership. To address this important issue, a conceptual framework is developed that analyzes the embeddedness of organizational ethical leadership. This framework identifies manifest and latent contextual factors on three different levels of analysis – society, industry, and organization – which can affect the development and maintenance of ethical leadership. In particular, propositions are offered about how (1) societal characteristics, notably the implementation and the spirit of human rights in a society and societal cultural values of responsibility, justice, humanity, and transparency; (2) industry characteristics such as environmental complexity, the content of the organizational mandate, and the interests of stakeholder networks; and (3) intra-organizational characteristics, including the organizational ethical infrastructure and the ethical leadership behavior of a leader’s peer group, influence the development and maintenance of ethical leadership in organizations. This list of factors is not exhaustive, but illustrates how the three levels may impact ethical leadership. Implications for managerial practice and future research are discussed.

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