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Cross-national differences in cooperative decision-making in mixed-motive business contexts: the mediating effect of vertical and horizontal individualism
Chen, XP; Li, S; X. P. Chen
2005-11-01
Source PublicationJOURNAL OF INTERNATIONAL BUSINESS STUDIES
ISSN0047-2506
SubtypeArticle
Volume36Issue:6Pages:622-636
AbstractBased on the institutional vs the individual view of culture and the theory of individualism-collectivism in explaining the in-group-outgoup distinction that people make in different cultures, we predicted that Chinese people would make less cooperative decisions than Australians in mixed-motive business situations in which no formal or informal sanction systems were in place. We also predicted that Chinese would be less cooperative with foreigners than with fellow Chinese when they were in a foreign territory, whereas Australians would be equally cooperative with members of both groups. Data from two cross-national experiments provided general support for these predictions. Moreover, the results of Study 2 showed that the nation effects on cooperative decision-making were mediated by individual cultural orientation on vertical and horizontal individualism. The theoretical and practical implications of these findings are discussed in the context of cross-cultural business settings.; Based on the institutional vs the individual view of culture and the theory of individualism-collectivism in explaining the in-group-outgoup distinction that people make in different cultures, we predicted that Chinese people would make less cooperative decisions than Australians in mixed-motive business situations in which no formal or informal sanction systems were in place. We also predicted that Chinese would be less cooperative with foreigners than with fellow Chinese when they were in a foreign territory, whereas Australians would be equally cooperative with members of both groups. Data from two cross-national experiments provided general support for these predictions. Moreover, the results of Study 2 showed that the nation effects on cooperative decision-making were mediated by individual cultural orientation on vertical and horizontal individualism. The theoretical and practical implications of these findings are discussed in the context of cross-cultural business settings.
Keywordcooperation culture decision-making individualism
Subject Area社会心理学
Indexed BySSCI ; ISSHP
Language英语
WOS IDWOS:000233145000003
Citation statistics
Cited Times:56[WOS]   [WOS Record]     [Related Records in WOS]
Document Type期刊论文
Identifierhttp://ir.psych.ac.cn/handle/311026/5293
Collection中国科学院心理研究所回溯数据库(1956-2010)
Corresponding AuthorX. P. Chen
Affiliation1.Univ Washington, Sch Business, Dept Management & Org, Seattle, WA 98195 USA
2.Chinese Acad Sci, Inst Psychol, Ctr Social & Econ Behav, Beijing, Peoples R China
Recommended Citation
GB/T 7714
Chen, XP,Li, S,X. P. Chen. Cross-national differences in cooperative decision-making in mixed-motive business contexts: the mediating effect of vertical and horizontal individualism[J]. JOURNAL OF INTERNATIONAL BUSINESS STUDIES,2005,36(6):622-636.
APA Chen, XP,Li, S,&X. P. Chen.(2005).Cross-national differences in cooperative decision-making in mixed-motive business contexts: the mediating effect of vertical and horizontal individualism.JOURNAL OF INTERNATIONAL BUSINESS STUDIES,36(6),622-636.
MLA Chen, XP,et al."Cross-national differences in cooperative decision-making in mixed-motive business contexts: the mediating effect of vertical and horizontal individualism".JOURNAL OF INTERNATIONAL BUSINESS STUDIES 36.6(2005):622-636.
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