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Cultural Values Adjustment and Cultural Efficacy Blindness

In: Cross-Cultural Performance Management

Author

Listed:
  • Mahmoud Moussa

    (RMIT University)

  • Thomas Doumani

    (RMIT University)

  • Adela McMurray

    (Flinders University)

  • Nuttawuth Muenjohn

    (RMIT University)

  • Ling Deng

    (RMIT University)

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.

Suggested Citation

  • Mahmoud Moussa & Thomas Doumani & Adela McMurray & Nuttawuth Muenjohn & Ling Deng, 2022. "Cultural Values Adjustment and Cultural Efficacy Blindness," Springer Books, in: Cross-Cultural Performance Management, chapter 4, pages 53-81, Springer.
    • Handle: RePEc:spr:sprchp:978-3-030-91268-0_4
    DOI: 10.1007/978-3-030-91268-0_4
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