ORCID Profile
0000-0002-5767-4087
Current Organisations
University of New South Wales
,
Nanyang Technological University
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Publisher: Emerald Publishing Limited
Date: 08-07-2021
Publisher: SAGE Publications
Date: 27-03-2020
Abstract: When organizations face paradoxical tensions, such as when they must simultaneously meet scientific and commercial objectives, in iduals within the organization also experience tensions. How in iduals’ responses to these tensions inform the collective organizational response remains a theoretical and empirical challenge. We address this challenge by introducing a social network perspective. In a two-stage mixed-method study of a research institute in Taiwan, we examined how in iduals’ social networks facilitated the organization’s response to a science-commerce paradox. Our results demonstrated that the level of heterogeneity in each in idual’s social network influenced how each in idual contributed to the organization’s collective response. Specifically, in iduals with heterogeneous instrumental networks were more likely to contribute to the organization-wide consensus response, whereas in iduals with homogeneous expressive networks were more likely to contribute to a polarized subgroup response. Our findings suggest that in iduals’ roles in shaping a collective organizational response to paradoxes depends on who they seek advice from and who they befriend.
Publisher: Springer Science and Business Media LLC
Date: 18-06-2015
Publisher: SAGE Publications
Date: 27-01-2021
Publisher: Elsevier BV
Date: 05-2021
Publisher: SAGE Publications
Date: 06-02-2021
Publisher: Institute for Operations Research and the Management Sciences (INFORMS)
Date: 04-2011
Abstract: We provide evidence that cooperation is a cultural category, and that what it means to cooperate is culturally conditioned. We use a cultural consensus model analysis to assess which types of situations people categorize as cooperation and whether these categorizations are consistent within and across China and the United States. The data support revisiting the role of cognition in mediating cooperative behavior and the means by which culture shapes behavior. The data also support broadening research attention to multiple aspects of cooperation within the same theory, generating new research on reciprocity, and rethinking how key behaviors, such as competition and helping, relate to cooperation.
Publisher: Emerald Group Publishing Limited
Date: 2012
Publisher: SAGE Publications
Date: 24-01-2021
Publisher: Elsevier BV
Date: 07-2007
Publisher: SAGE Publications
Date: 10-2017
Abstract: Authenticity is a central concern in the evaluation of cultural products. But why do people judge some cultural products as more authentic than others? We provide a psychological explanation centered on the judgment of authenticity as a “truth-seeking” process. Observers evaluate whether the perceivable features of the cultural product truthfully capture cultural knowledge as well as the inferred agency control and intentionality of the producer as a conveyer of cultural knowledge. We argue that while no cultural product is inherently authentic, in iduals rely on the same psychological processes when judging cultural products’ authenticity. We discuss how our approach applies to any cultural product, including art, architecture, cuisine, tourism, and sports.
Publisher: Emerald
Date: 23-06-2018
DOI: 10.1108/CCSM-02-2017-0013
Abstract: The purpose of this paper is to examine how national culture influences in iduals’ subjective experience of tension when confronting paradoxical demands that arise during their day-to-day organizational experience. The paper further explores two types of paradoxical demands (task oriented and relational oriented) and two mediating mechanisms (tolerance for contradictions and harmony enhancement concerns) that exhibit contrary cultural effects. Drawing from a s le of white-collar workers in China and the USA, the authors first inductively generated scenarios with task-oriented and relational-oriented paradoxical demands and then conducted three studies where participants rated the perceived tension from the scenarios. In Study 1, they examined cross-cultural differences in perceived tension and the mediating role of tolerance for contradictions. In Study 2, they primed Americans with proverbs that promoted tolerance for contradictions. In Study 3, they examined the indirect effects of harmony enhancement concerns in China in relational-oriented paradoxical demands. The results found that for task-oriented paradoxical demands, Chinese participants were less likely than American participants to experience tension and the effects were mediated by a higher tolerance for contradictions. Americans exposed to proverbs that promoted tolerance for contradictions also experienced less tension. For relational-oriented paradoxical demands, on the other hand, the authors found no cross-cultural differences, as the indirect effects of a tolerance for contradictions were mitigated by negative indirect effects of greater harmony enhancement concerns. This paper demonstrates that culture can influence the tension that in iduals subjectively experience when they confront paradoxical conditions, suggesting that in iduals learn implicitly how to cope with tensions associated with paradoxes from their broader cultural environment. However, the authors also found different cultural effects within different paradoxical conditions, suggesting that the knowledge that in iduals acquire from their broader cultural environment is multifaceted.
Publisher: Wiley
Date: 05-04-2019
DOI: 10.1002/JOB.2357
Publisher: SAGE Publications
Date: 24-01-2017
Abstract: Organizational contexts establish conditions that seem paradoxical, but it is unclear when and why in iduals notice and respond to paradoxes. This paper examines how culture and conditions interact to shape whether in iduals adopt paradoxical frames. We used cooperation and competition among American and Chinese people as an empirical setting. Using lay categories as a theoretical framework, we predicted that specific types of conditions, colleagues’ outperforming and out-helping each other, can be interpreted as instances of both cooperation and competition. Study 1 found that Chinese people were more likely than Americans to adopt paradoxical frames in just these types of conditions and that the cross-cultural difference was attributed to differences in paradox mindset. Study 2 found that in just these types of conditions, Chinese people were more likely to engage in simultaneously cooperative and competitive behavior and this was attributed to differences in the use of paradoxical frames. Thus, culture and conditions interact to influence when people invoke and apply paradoxical frames.
Publisher: Emerald
Date: 03-10-2016
DOI: 10.1108/CCSM-06-2016-0124
Abstract: This paper comments on “Global implications of the indigenous epistemological system from the east” (Li, 2016), which provides an indigenous Chinese perspective on organizational paradox. Li introduces Yin-Yang balancing as an epistemological system that can help scholars examine and practitioners manage paradoxes. In this commentary, the purpose of this paper is to discuss the merits of Yin-Yang balancing and how this approach and other indigenous theories might enrich organizational paradox theory. The authors provide a commentary and suggestions for future research. The authors distinguish between Yin-Yang balancing as a normative theory, a meta-theory and a lay theory. The authors encourage both geocentrism and polycentrism as goals for future paradox research, enabling attention to the ersity of ideas across and within varied cultures. The commentary connects Yin-Ying balancing with extant research on organizational paradox.
Publisher: SAGE Publications
Date: 23-01-2021
Abstract: In this commentary on three articles from dozens of paradox theory scholars on paradox approaches to examining the COVID-19 pandemic and how the COVID-19 pandemic informs paradox theory, the authors involved in coordinating the collection of three papers discuss the process of bringing together scholars from around the world to discuss the pandemic. Four other preeminent paradox theorists offer additional commentaries on the papers in this Collection.
Publisher: Cambridge University Press (CUP)
Date: 03-2015
DOI: 10.1017/MOR.2015.1
Abstract: Although employees react negatively when employers hire in iduals with whom the employers have personal ties, the practice is prevalent worldwide. One factor contributing to the discrepancy between reactions to the practice may be differences in cultural beliefs and institutions regarding perceptions about hiring decisions. To examine cross-national differences in perceptions about hiring personal ties, we conducted a consensus analysis on the perceived fairness, profitability, and overall evaluation of hiring decisions in China and the United States. We find cross-national differences in consensus levels as to whether people believe it is fair or unfair to hire moderately qualified candidates with employer ties (kinships or close friends with the employer) and whether people positively or negatively evaluate the hiring of unqualified candidates with stakeholder ties (ties to business associates or government officials). We also find contrasting areas of consensus about whether hiring unqualified candidates with stakeholder ties is profitable. Implications for research on cultural comparisons of perceptions of hiring practices and guanxi are discussed.
Publisher: Academy of Management
Date: 02-2018
Publisher: Emerald Publishing Limited
Date: 25-11-2019
Publisher: Wiley
Date: 04-2019
DOI: 10.1111/IJMR.12200
Publisher: Wiley
Date: 21-01-2016
DOI: 10.1111/NCMR.12065
No related grants have been discovered for Josh Keller.