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A self-representation analysis of the effects of individualist-collectivist interactions within organizations in individualistic cultures

Fujimoto, Yuka and Hartel, Charmine 2006, A self-representation analysis of the effects of individualist-collectivist interactions within organizations in individualistic cultures, Cross cultural management, vol. 13, no. 3, pp. 204-217.

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Title A self-representation analysis of the effects of individualist-collectivist interactions within organizations in individualistic cultures
Author(s) Fujimoto, Yuka
Hartel, Charmine
Journal name Cross cultural management
Volume number 13
Issue number 3
Start page 204
End page 217
Publisher Emerald Group Publishing
Place of publication Bingley, England
Publication date 2006
ISSN 1352-7606
Keyword(s) workplace
equal opportunities
team working
individual behaviour
Summary Purpose – Increasingly, organizations in the Asia-Pacific region are recognizing the importance of cross-cultural management to the sustainability of their competitive edge. Although the literature is replete with cross-cultural studies of individualism and collectivism, little information is available on the factors that foster effective individualist–collectivist interaction (ICI) within organizations. This paper attempts to provide a theoretical description of individualists and collectivists at the individual
level of analysis, which offers specific testable hypotheses about the effect of self-representation on prejudice between individualists and collectivists (ICs).

Design/methodology/approach – In this paper, a theoretical model is presented in which intergroup prejudices and interpersonal prejudices mediate the effects of ICI and bicultural orientation toward cross-cultural experiences and, in which, the dissimilarity openness of the climate
moderates the level and outcome of prejudices flowing from ICI.

Findings – The model depicts that the outcomes of ICI are mediated by the intergroup prejudices of collectivists and the interpersonal prejudices of individualists, which are moderated by the extent of diversity-oriented HRM policies and practices and individuals’ orientation to cross-cultural experiences. When workforces become culturally diverse, organizations should modify HRM practices to enable the full use of the range of skills and talents available from the diversity, and to ensure affective and behavioral costs are minimized. As globalization and international competition will continue to increase, organizations including those in the Asia-Pacific region, should seriously reevaluate their HRM policies to adapt and take advantage of an increasingly culturally diverse workforce.

Originality/value – The model provides a useful basis upon which organization researchers and practitioners can base their respective agendas.
Notes Reproduced with the kind permission of the copyright owner.
Language eng
Field of Research 150305 Human Resources Management
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©2006, Emerald Group Publishing
Persistent URL http://hdl.handle.net/10536/DRO/DU:30003526

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