Title

Goal interdependence for working across cultural boundaries : Chinese employees with foreign managers

Document Type

Journal article

Source Publication

International Journal of Intercultural Relations

Publication Date

7-1-2005

Volume

29

Issue

4

First Page

429

Last Page

447

Keywords

Commitment, Constructive controversy, Goal interdependence, Innovation

Abstract

The interaction between foreign managers and local employees is critical in helping them combine their expertise to innovate. However, their diverse cultural values can make developing a productive leader-member relationship challenging. This study proposes that goal interdependence is an important antecedent of an open-minded discussion of opposing views, innovation, and commitment. One hundred and eleven Chinese employees each described a specific interaction with their foreign manager and then responded to questions that were later used in the statistical analyses. The correlational and structural equation analysis indicated that cooperative but not competitive goals facilitated constructive controversy, which in turn promoted innovation and job commitment. These results suggest that Chinese employees and foreign managers can use the theory of cooperation and competition to develop their relationship, which help them integrate their ideas and abilities to implement useful innovations and heighten their commitment.

DOI

10.1016/j.ijintrel.2005.05.010

Print ISSN

01471767

E-ISSN

18737552

Publisher Statement

Copyright © 2005 Elsevier Ltd

Access to external full text or publisher's version may require subscription.

Full-text Version

Publisher’s Version

Recommended Citation

Chen, Y.-f., Tjosvold, D., & Su, S. F. (2005). Goal interdependence for working across cultural boundaries: Chinese employees with foreign managers. International Journal of Intercultural Relations, 29(4), 429-447. doi: 10.1016/j.ijintrel.2005.05.010