Cultural Values Adjustment and Cultural Efficacy Blindness

Mahmoud Moussa (), Thomas Doumani (), Adela McMurray (), Nuttawuth Muenjohn () and Ling Deng ()
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Mahmoud Moussa: RMIT University
Thomas Doumani: RMIT University
Adela McMurray: Flinders University
Nuttawuth Muenjohn: RMIT University
Ling Deng: RMIT University

Chapter 4 in Cross-Cultural Performance Management, 2022, pp 53-81 from Springer

Abstract: Abstract The issues of cultural adjustment tend to be a significant constraint on the performance of expatriate staff, which also affects the performance of their staff. Cultural constructs of efficacy may blind cross-cultural managers to recognising the potential or latent efficacy within a performance situation, such as the capabilities and resourcefulness of their cross-cultural subordinates. These signs existing within the performance landscape being unrecognisable within their existing notions of efficacy, or they simply misinterpret the cultural cues. This chapter provides an empirical analysis of contextual issues of cultural values and adjustment, being the first bridge peoples from different cultures must cross if they are to work together effectively. The concepts of cultural efficacy blindness and tension of expectations were developed to explain how cultural values may manifest as forces or tendencies, to constrain or confound the efficacy latent within a cross-cultural PM setting.

Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-91268-0_4

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DOI: 10.1007/978-3-030-91268-0_4

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