The Influence of Culture on Role Conceptions and Role Behavior in Organisations

The Influence of Culture on Role Conceptions and Role Behavior in Organisations La main‐d’oeuvre de nombreux pays industrialisés se diversifie de plus en plus. Les organisations de ces pays emploient des salariés relevant de diverses cultures et subcultures. Par suite, les modèles du comportement organisationnel qui supposent que les salariés partagent une culture unique et relativement homogène ne sont plus pertinents. Nous présentons donc une version modifée du modèle originel du rôle (Katz & Kahn, 1966, 1978). Notre modèle des Effets de la Culture sur le Comportement de Rôle (ECORB) reconnaît explicitement l’impact que les aquis culturels diversifiés de ceux qui proposent et de ceux qui assument les rôles ont sur les expectations de rôles, les rôles proposés, les intentions comportementales et le comportement de rôle. L’un des principes de base de ce modèle, c’est que les variable culturelles et subculturelles affectent les scripts professionnels qu’un salarié a la volonté et la capacité de mettre en œuvre. En outre, comme les salariés de cultures et subcultures différentes agissent souvent en fonction de scripts divergents, maints problèmes peuvent apparaître (par exemple, les tenants du rôle peuvent adopter une conduite incompatible avec les attentes de l’environnement). On analyse les retombées de notre modèle ECORB sur la théorie, la recherche et la pratique. The workforces of many industrialised nations are becoming increasingly more diverse. Organisations in these nations employ workers from a variety of cultures and subcultures. As a result, models of organisational behavior that assume that workers share a single, relatively homogeneous culture are no longer appropriate. In view of this, we offer a modified version of Katz and Kahn's (1966, 1978) seminal model of role‐taking. Our model of the Effects of Culture on Role Behavior (ECORB) explicitly recognises the effects that variations in the cultural backgrounds of role senders and role incumbents have on role expectations, sent roles, behavioral intentions, and role behavior. A basic premise of the same model is that cultural and subcultural variables affect the work‐related scripts that a worker is willing and able to use. Moreover, because workers from different cultures or subcultures often operate on the basis of different scripts, a number of problems may arise (e.g. role incumbents may behave in ways that are inconsistent with the expectations of role senders). We offer implications of our ECORB model for theory, research, and practice. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Applied Psychology Wiley

The Influence of Culture on Role Conceptions and Role Behavior in Organisations

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Abstract

La main‐d’oeuvre de nombreux pays industrialisés se diversifie de plus en plus. Les organisations de ces pays emploient des salariés relevant de diverses cultures et subcultures. Par suite, les modèles du comportement organisationnel qui supposent que les salariés partagent une culture unique et relativement homogène ne sont plus pertinents. Nous présentons donc une version modifée du modèle originel du rôle (Katz & Kahn, 1966, 1978). Notre modèle des Effets de la Culture sur le Comportement de Rôle (ECORB) reconnaît explicitement l’impact que les aquis culturels diversifiés de ceux qui proposent et de ceux qui assument les rôles ont sur les expectations de rôles, les rôles proposés, les intentions comportementales et le comportement de rôle. L’un des principes de base de ce modèle, c’est que les variable culturelles et subculturelles affectent les scripts professionnels qu’un salarié a la volonté et la capacité de mettre en œuvre. En outre, comme les salariés de cultures et subcultures différentes agissent souvent en fonction de scripts divergents, maints problèmes peuvent apparaître (par exemple, les tenants du rôle peuvent adopter une conduite incompatible avec les attentes de l’environnement). On analyse les retombées de notre modèle ECORB sur la théorie, la recherche et la pratique. The workforces of many industrialised nations are becoming increasingly more diverse. Organisations in these nations employ workers from a variety of cultures and subcultures. As a result, models of organisational behavior that assume that workers share a single, relatively homogeneous culture are no longer appropriate. In view of this, we offer a modified version of Katz and Kahn's (1966, 1978) seminal model of role‐taking. Our model of the Effects of Culture on Role Behavior (ECORB) explicitly recognises the effects that variations in the cultural backgrounds of role senders and role incumbents have on role expectations, sent roles, behavioral intentions, and role behavior. A basic premise of the same model is that cultural and subcultural variables affect the work‐related scripts that a worker is willing and able to use. Moreover, because workers from different cultures or subcultures often operate on the basis of different scripts, a number of problems may arise (e.g. role incumbents may behave in ways that are inconsistent with the expectations of role senders). We offer implications of our ECORB model for theory, research, and practice.

Journal

Applied PsychologyWiley

Published: Jul 1, 2003

References

  • Cross‐cultural training: A review
    Bhawuk, Bhawuk; Brislin, Brislin
  • Ethnic identity, self‐esteem, and values in Dominicans, Puerto Ricans, and African‐Americans
    Lorenzo‐Hernandez, Lorenzo‐Hernandez; Ouellette, Ouellette
  • Prejudice toward immigrants
    Stephan, Stephan; Ybarra, Ybarra; Bachman, Bachman

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