1. Unfold Cultural Encounters in IO Studies 指導教授 : 鄭伯壎 教授 報告學生 : 陳姵如 報告日期 : 97 年 1 月 11 日

2. Introduction Why Culture Matters? “ Dramatic changes in the work context in response to globalization have increased the importance of cross-cultural research in OB … a large wave of cross-cultural research across all areas of the field (Gelfand, Erez & Aycan, 2007, p.482). ” Background story (motivation) - A story about an elephant and six blinds. - The significance of culture competency with globalization trend of nowadays

3. Literature Review What “Culture” Refers to? -- An expression of values, norms and habits which are shared and deep-rooted within the nation (Child, 1981, p.304) Re-definition of Culture

4. Literature Review Fundamental Culture Related Issues Individuals along with organizations face the global economy must now “be capable of functioning appropriately in a wide variety of foreign cultural situations, many of which have different cultural norms for appropriate behavior that may conflict with their core values and beliefs (Molinsky, 2007, p.622).” Intercultural Communication Culture Competency

5. Literature Review Intercultural Communication (Pratt, M. G.& Rafaeli, A., 2001; Sue et al, 1982; Pedersen, 1998) -- Similar social constructed meanings shared -- Importance of intercultural communication -- Awareness, Knowledge, Emotions & Skills Bias occurred by ill-functioned communication -- Conflict, ethnocentrism, prejudice, stereotype … -- Negative influence

6. Literature Review (cont.) Bias Correction Model -- Partialling. E.g. Set-Reset Model (Martin, 1986) -- Na ï ve Theory. E.g. Flexible Correction Model (Wegener & Petty, 1995) Person perception (Gilbert et al, 1988) → Preattributional Process : Categorization → First Attributional Subprocess: Characterization → Second Attributional Subprocess: Correction

7. Literature Review (cont.) Naïve theory (Wegner & Petty, 2001) Individual’s beliefs and perceptions regarding the direction and magnitude of potential biases relevant to a given judgment. Postulates of FCM (Wegner & Petty, 2001) 1. Across situations and perceivers, there is variation in uncorrected effects. 2. Efforts at correction depend on motivation and ability to A) identify potential bias and B) correct for those biases. 3. Identification of bias and bias correction itself are guided by naïve theories of bias held and/or generated by the social perceiver.

8. Literature Review (cont.) Wegener & Petty “…the flexible correction view also suggests that something common to Chinese attributors (e.g. the Chinese culture) might have made situational attributions the default (i.e., no- correction) outcome that can subsequently be corrected for dispositional influences. (1995, p.48)”

9. Literature Review (cont.) Morris (1993) states that Chinese attributors weighted situational causes more important and dispositional ones less compared to the American attributors. Gilbert et al (1988) Chinese attributors happen to act as active attributors who encounter effortful correction more often yet not for Americans. Lieberman et al. (2004) “Dispositionalism was endorsed equally by both groups, but situationlism was endorsed more by EA than U.S. participants (p.891). ”

10. Literature Review (cont.) Hall (1976) :culture as a selective screen Lehman, D. R., Chiu, C. Y., & Schaller, M. (2004) p.696-697 cultural frame switching “…cultural paradigms are consensually validated interpretive tools.” Theories extending cross-culture comparison Take American and Chinese for Example American Way.Chinese Way Communication-Low-context-High-context Decision Making-Low power distance-High power distance Ethical Decision Making -Non-consequential principle (Rule-based principle) -Consequential principle ． Non-confrontational Conflict Resolution -Competing Strategy ． Confrontational -Avoiding Strategy Time-Short-term outlook -Bottom-line oriented -Long-term outlook -Respect to business development & investment payback

11. Literature Review (cont.) Cultural Competency -- CQ : Cultural intelligence The capability to function effectively in culturally diverse settings (Earley, 2002). “…targeted at situations involving cross-cultural interactions arising from differences in race, ethnicity, and nationality (Ang et al, 2007, p.3).”

12. Literature Review (cont.) Cultural Intelligence (Earley, 2002; Ang et al, 2007, p.5) CQ facetDefinitionRequirementsPeople with this CQ facet will… Cognitive“The knowledge of norms, practices, and conventions in different cultures acquired from education and personal background.” ‧ Declarative and Procedure Knowledge. ‧ Meta-strategies “Understand similarities and different cultures and subcultures.” Motivational “The capability to direct attention and energy toward learning about functioning in situations characterized by cultural differences.” ‧ Efficacy ‧ Goals and Effort ‧ Perseverance “Direct attention and energy toward cross-cultural situation based on intrinsic interest and confidence in their cross-cultural effectiveness.” Behavioral“The capability to exhibit appropriate verbal and non- verbal actions when interacting with people from different cultures” ‧ Repertoire ‧ Mimicry ‧ Habits and Rituals “Exhibit situationally-appropriate behaviors based on their broad range of verbal and non-verbal capabilities, such as exhibiting culturally appropriate words, tone, gestures, and facial expressions.”

13. Literature Review (cont.) Intercultural Effectiveness of Cultural Intelligence (Ang et al, 2007) 1. Cultural Judgment & Decision-making --Culture understanding --Appropriate interpretation of culture values 2. Cultural adaptation -- Adjustment in social sense -- Well-beings of psychological feelings 3. Task Performance -- “A function of knowledge, skills, abilities, and motivation directed at role-prescribed behavior (p.13).”

14. Thank You. Questions or Comments?