0000000000424740

AUTHOR

Ping Ping Fu

showing 3 related works from this author

Ethical preferences for influencing superiors: A 41-society study

2009

With a 41-society sample of 9990 managers and professionals, we used hierarchical linear modeling to investigate the impact of both macro-level and micro-level predictors on subordinate influence ethics. While we found that both macro-level and micro-level predictors contributed to the model definition, we also found global agreement for a subordinate influence ethics hierarchy. Thus our findings provide evidence that developing a global model of subordinate ethics is possible, and should be based upon multiple criteria and multilevel variables. Journal of International Business Studies (2009) 40, 1022–1045. doi:10.1057/jibs.2008.109

Economics and EconometricsStrategy and ManagementOrganizational cultureSample (statistics)International businesscross-cultural managementGlobal modelSDG 17 - Partnerships for the GoalsManagement of Technology and Innovationresponsabilità sociale d'impresaSettore SECS-P/07 - ECONOMIA AZIENDALEEconomicsRelational EnterpriseBusiness and International ManagementCSRHierarchybusiness.industryMultilevel model/dk/atira/pure/sustainabledevelopmentgoals/partnershipsPublic relationsGeneral Business Management and AccountingCorporate Social Responsibilityinfluence strategiesMultiple criteriaCorporate social responsibilitybusinessSocial psychologyJournal of International Business Studies
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The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: a meso approa…

2004

This paper reports the findings of a 12-nation study designed to test empirically the relationships between societal cultural values, individual social beliefs, and the perceived effectiveness of different influence strategies. The relationships between three types of broad influence strategy (persuasive, assertive, and relationship based) and four dimensions of individual beliefs (cynicism, fate control, reward for application, and religiosity) were examined. Three of Project GLOBE's cultural values (in-group collectivism, uncertainty avoidance, and future orientation) were selected to investigate their direct effects on the rated effectiveness of influence strategies, and their possible i…

Uncertainty avoidanceEconomics and EconometricsStrategy and Managementmedia_common.quotation_subjectControl (management)CollectivismOrganizational cultureInternational businessGeneral Business Management and AccountingReligiosityCynicismManagement of Technology and InnovationEconomicsAssertivenessBusiness and International ManagementMarketingSocial psychologymedia_common
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Culture specific and cross-culturally generalizable implicit leadership theories

1999

This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although cross-cultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and cultur…

Organizational Behavior and Human Resource ManagementSociology and Political Sciencemedia_common.quotation_subjectServant leadershipShared leadershipLeadershipLeadership studiesTransactional leadershipSituational leadership theoryTransformational leadershipLeadership styleBusiness and International ManagementPsychologySocial psychologyApplied Psychologymedia_commonThe Leadership Quarterly
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