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Reactions to authority
Author(s) -
Bu Nailin,
Craig Timothy J.,
Peng T.K.
Publication year - 2001
Publication title -
thunderbird international business review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.553
H-Index - 37
eISSN - 1520-6874
pISSN - 1096-4762
DOI - 10.1002/tie.1029
Subject(s) - supervisor , psychology , factorial analysis , business , marketing , demographic economics , social psychology , management , economics , statistics , mathematics
Japanese, Taiwanese, and PRC employees responded to vignettes where they were asked to react to asupervisor's direction. Multiple versions of the vignettes that varied systematically with respect tocompany policies, peer consensus, and independent assessment were distributed to create a factorial design. PRCemployees were the most compliant, followed by Taiwanese, and then by Japanese employees. Compared with Japaneseand Taiwanese employees, PRC employees were more strongly influenced by company policies but less stronglyinfluenced by independent assessment. Peer consensus carried more weight among Japanese employees than amongTaiwanese and PRC employees, although the difference was statistically insignificant. © 2001 John Wiley& Sons, Inc.