AIB 2012 Conference Proceedings - Academy of International ...

TUESDAY
While cultural diversity among employees can increase firm performance, its full benefits are often not attained,
as managers can be (intentionally or unintentionally) deaf to the input of culturally-different subordinates. This
paper presents a theoretical model of cross-cultural workplace voice that explores the effects of cultural
communication style on subordinate influence. I draw on high-/low-context theory, leader-member exchange
theory, and the affect-infusion model to demonstrate the role of emotions and manager/subordinate
relationships in the link between cultural communication style and influence. The propositions presented here
have theoretical implications for the employee voice and cross-cultural communication literatures and practical
implications for managers in culturally-diverse organizations. (For more information, please contact: Anna-
Katherine Ward, University of South Carolina, USA: annakward@hotmail.com)
A Comparison of German, Sloven and Slovak Negotiation Styles: An Empirical Analysis
Marko Kek, ESC Rennes Business School
Mohammad Niamat Elahee, Quinnipiac University
This paper compares the negotiation styles of German, Slovene, and Slovak people. The analysis of empirical
data collected from these three countries shows that culture has a significant impact on negotiation style. The
largest difference was found between German and Slovak negotiation style. Difference between German and
Slovene styles was smaller than that between Germans and Slovaks while the Slovaks and Slovenes had the
smallest difference. The analysis further shows that gender has moderate impact on negotiation style, while
age, education, and length of experience do not seem to have much impact on negotiation style. (For more
information, please contact: Mohammad Niamat Elahee, Quinnipiac University, USA:
mohammad.elahee@quinnipiac.edu)
The Effects of Leadership Styles, Rank, and Seniority on Organizational Commitment: A Comparative Study of
American and Korean Employees
Gahye Hong, Korea University
Youngsam Cho, Korea University
Fabian Jintae Froese, Korea University
Man Soo Shin, Korea University
This study developed a theoretical model based on the culturally endorsed implicit leadership theory to
investigate differences in the relationships between leadership styles and organizational commitment in the U.S
and South Korea. Survey results from 455 American and Korean employees show that the positive relationship
between consideration leadership (i.e., people-oriented leadership) and organizational commitment was
stronger among U.S. employees than Korean employees. Initiating structure leadership (i.e., task-oriented
leadership) was negatively related to organizational commitment in the U.S., whereas this relationship was
positive in South Korea. Further, these relationships were moderated by rank and seniority in Korea. That is, the
positive relationship between consideration leadership and organizational commitment was stronger when
employee's rank was higher, whereas the positive relationship was weaker when employee's seniority was
longer. There were no moderating effects in the U.S. The findings provide important managerial
recommendations how U.S. and Korean managers can lead local employees more successfully. (For more
information, please contact: Fabian Jintae Froese, Korea University, Korea, South: fabian.froese@gmail.com)
Culture Under Strain Leadership Challenges of Japanese Managers in the UK and China
Hyun-Jung Lee, London School of Economics
Katsuhiko Yoshikawa, Institute for Organizational Behavior Research, Recruit Management Solutions
Carol Reade, San Jose State University
AIB 2012 Conference Proceedings
Page 204