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Organizational and dyadic collectivism: a theoretical distinction and interperetation of Sino-Japanese conflict

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In this paper the authors propose a distinction among collectivists to capture a fundamental difference in mental models of "collective" that has important organizational implications but has not been specifically identified in prior conceptual and empirical research. Drawing on research in social psychology, comparative management and organizaiton theory addressing Japanese, Chinese and East-West phenomena, they develop a distinction between dyadic and organizaitonal forms of collectivism. Organizational collectivists perceive an organizaiton as an exchange partner that contextualizes any interpersonal relationships within its boundaries. IN contrast, dyadic collectvists percieve an organizaiton as an arbitrary boundary around a collection of individuals with whom they have strong, weak or no particularistic relationships. The authors find this distinction to be a useful way to interpret the sources of tension and conflict reported by Japanese and Chinese in Japanese subsidiaries in China, with important managerial implications. While their qualitative and interpretive study does not allow them to test alternative hypotheses or draw society-level conclusions, it does suggest ways in which organization theory, especially that addressing individualism-collectivism phenomena, could be enriched.

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en

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application/pdf

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http://flora.insead.edu/fichiersti_wp/inseadwp2002/2002-11.pdf

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