Culture and Psychology, Culture and Management, Indian Psychology, Indigenous Psychology and Management, Building Models from Scriptures Supervisors: Harry C. Triandis
Technology transfer is a significant effort of the federal government and the intent of this effo... more Technology transfer is a significant effort of the federal government and the intent of this effort is to transfer technologies developed in federal laboratories to the private sector for commercial use. The Federal Laboratory Consortium for Technology Transfer is a clearinghouse for technologies developed through federal research laboratories. In addition, universities and other institutions use various mechanisms for transferring the technologies or knowledge to the private sector for civilian use. In this paper, the transfer of experimental and conceptual knowledge from research environment to civilian sector, covering aspects of engineering and social science is emphasized. The engineering examples deal with alleviating the nitrate pollution of rural domestic wells (a conceptual knowledge) and phytoremediation of hazardous wastes (an experimental knowledge). The social science examples deal with a culture assimilator for improving race relations (a conceptual knowledge) and a multimedia assimilator for global managers (an experimental knowledge). In each case, mechanisms and shortcomings involved in transferring the knowledge for civilian use are demonstrated. We present a framework for knowledge transfer, and discuss the role of champions in knowledge transfer. We take the position that, though the attributes of the technology itself are important, knowledge transfer does require champions.
Presents an obituary for Harry C. Triandis (1926 -2019). Harry Charalambos Triandis, universally ... more Presents an obituary for Harry C. Triandis (1926 -2019). Harry Charalambos Triandis, universally acknowledged as the father of cross-cultural social psychology as well as a leader of industrial/organizational and attitude research, passed away at his retirement home in Carlsbad, California, on June 1, 2019, in his 93rd year. Harry's academic career began in Montreal, Canada, where he enrolled in the Engineering Program at McGill University. Triandis received his master's degree in commerce from the University of Toronto, and then earned his doctorate in social psychology from Cornell University. He then joined the faculty at the University of Illinois where he remained until retirement in 1997. Early on, Harry realized that cross-cultural research had to employ different methods if the results were to be valid. Valid cross-cultural research, he reasoned, required the involvement of colleagues from the cultures being studied at every step in the process, including instrument design, hypothesis specification and analyses, joint publication, and so on. Thanks to Harry's untiring efforts to demonstrate their effectiveness, they have become standard procedure in cultural research. Harry was a prolific author, publishing over 200 papers, book chapters, and books. His work has been translated into Chinese, Farsi, German, Japanese, Russian, and Spanish and spans 60 years (1955-2015). Harry also pursued three other major funded programs of research. The first led to the publication Variations in Black and White Perceptions of the Social Environment in 1976. In his second program of research, he examined differences between Hispanic and Anglo culture in the context of social concerns about integrating the Hispanic community in the 1980s. His last research program culminated in his book on self-deception that was published in 2009. Harry received numerous accolades and awards for his contributions to cross-cultural and social psychology, some including Award for Distinguished Contributions to International Psychology (1994) and the Otto Klineberg Award from the Society for the Psychological Study of Social Issues to name a few. Harry served as president of six associations or societies of psychology, and his colleagues and students unanimously endorse his status as a world class scholar, but also a world class human being who will be deeply missed in the field of psychology. (PsycInfo Database Record (c) 2021 APA, all rights reserved).
International Journal of Intercultural Relations, Jul 1, 2008
This special issue features six articles that address some of the perils and opportunities render... more This special issue features six articles that address some of the perils and opportunities rendered by globalization. A description of the theme, globalization and diversity, is offered, followed by a brief overview of the six differing perspectives on the theme represented in this issue. The focal issues examined in the featured articles range from the macro-level issues of global acculturative pressure on traditional cultures and their identities and meso-level responses of organizations and local communities to such pressure, to micro-level issues of psychological dislocation and intercultural conflict intensified by increasing ethnic diversity in global urban centers, international exchange programs designed to help facilitate intercultural engagement and global aptitude among college students, and the emerging phenomenon of individual identity transformation beyond the perimeters of a single culture. Together, the six articles are offered as a crossdisciplinary effort in search of a broader understanding of the complex and allencompassing process of globalization and varied human responses to it.
South Asian journal of business studies, Aug 31, 2022
Maslow coined the construct of positive psychology (PP) (1954) and visualized the creation of hum... more Maslow coined the construct of positive psychology (PP) (1954) and visualized the creation of human-oriented organizations by people pursuing self-actualization (Maslow, 1965). However, it took others three decades to pick up the thread (Seligman, 1991, 1999; Snyder, 1995). PP represents a paradigm focused on the strengths of people (i.e. what is right about them) rather than their weaknesses and how people can achieve optimal functioning and full potential (Seligman, 2002). Positive organizational behavior and scholarship have developed on the foundation of PP (Luthans, 2002; Cameron and Dutton, 2003). Positive organizational scholarship (POS) is found to be of great value in almost every aspect of the management of organizations (See Cameron and Spreitzer, 2012). A POS lens looks at the generative dynamics (i.e. life-building, capability-enhancing and capacity-creating) in and of organizations that influences general and developmental experience at work and the cultivation of strengths at individual, group and organizational levels. Normative (i.e. good) aspects of organizational behavior are seriously considered in POS, which in turn affect the nature of relationships between individuals and among team members (e.g. Geue, 2018), organizational performance (e.g. Kelly and Cameron, 2017), organizational strategy (e.g. Stavros and Wooten, 2012) and interaction of business and society (e.g. Mazutis and Slawinski, 2015). The second wave of PP recognizes the difficulty of categorizing phenomena as either positive or negative, and flourishing is said to be dependent upon a complex balance and harmonization of the light and dark sides of life (Lomas and Ivtzan, 2016). For example, self-esteem is a positive trait, but inflated self-esteem leads to vulnerability to depression in the face of challenging situations in life. Or, for that matter, freedom is desirable but excessive choices lead to lower satisfaction. This special issue attempts to bring the contributions from South Asia to the field of PP and positive organizational psychology. This fits well with the ongoing conversation in the second wave of PP, which emphasizes learning from indigenous psychology. South Asia has a population of 1.6 billion with much religious diversity. The traditions of Hinduism, Buddhism and Islam have profoundly shaped South Asia both historically and culturally. These three traditions have influenced the socio-cultural moorings of Bhutan,
Page 467. 19 SYNTHESIZING THEORY BUILDING AND PRACTICE IN INTERCULTURAL TRAINING DAN LANDIS DHARM... more Page 467. 19 SYNTHESIZING THEORY BUILDING AND PRACTICE IN INTERCULTURAL TRAINING DAN LANDIS DHARM PS BHAWUK The truth of the matler is rather that the possible human institutions and motives are ...
ONSIDERABLE effort, in recent years, has been devoted to improving individual, unit, and organisa... more ONSIDERABLE effort, in recent years, has been devoted to improving individual, unit, and organisational effectiveness, primarily through the implementation of various types of human resources management policies and practices. Such efforts have yielded mixed results, and we believe this is because the focus of attention has been on the interface of the individual employee with the organisation (and its policies and practices). Largely neglected in prior implementation efforts has been what we believe to be a perhaps more relevant focus of attention, which is directed at the fundamental interaction of organisational life: the managersubordinate relationship. This article presents the case that the manager-subordinate relationship can be problematic for a number of reasons, and until we devote serious attention to preventing the development of dysfunctional relationships, and work at cultivating effective relationships, we should not expect to see maximally effective employees or organisational units. We propose a new approach, called Value Added Relationship Management (VARM), which we believe is a productive way to address manager-subordinate relationship problems, and we discuss its implications for practice. The Nature of the Manager-Subordinate Relationship A manager, usually, is on two teams: first, he or she is a manager or boss for his or her subordinates; and second, he or she is a subordinate for his or her boss or superior. This is true for all levels of managers, including the CEO, who reports to the board of directors of an organisation. Therefore, a manager switches roles all the time; he or she is a boss one moment and a subordinate the next. Managers have traditionally been looked upon as people who manage money, machine (or resources), and man to achieve organisational goals. In that tradition, Mintzberg's (1973) now classic study of managerial work identified ten managerial functions that can broadly be classified into three roles: (1) decisional (entrepreneur, disturbance handler, resource allocator, and negotiator); (2) informational (monitoring, disseminating, and spokesperson); and (3) interpersonal (figurehead, leader, and liaison). This description of managerial roles tacitly assumes the manager to be the epitome of a rational person, and often does not focus on the managers' self-interest. In the traditional perspective of a manager, it is also tacitly accepted that a manager's primary goal is NOT to develop his or her subordinates, provide resources for them, and develop effective relationships. The issue of manager-subordinate relationship is often lost in the academic debate of whether a manager (leader) should be task oriented or people oriented. We need to examine more carefully the managers' focus of attention, goals, and objectives to better understand the nature of the manager-subordinate relationship. There has been some interest in C
ABSTRACT The authors discuss the most overarching of culture theories, namely the theory of indiv... more ABSTRACT The authors discuss the most overarching of culture theories, namely the theory of individualism and collectivism, and describe its relationship to other theories, especially to A. P. Fiske's 4 kinds of sociality (1990, 1992) and to M. Rokeach's typology of values and political systems (1973). The authors then discuss how an understanding of this culture theory allows practitioners and researchers to explain and predict behavior in the workplace. To connect this theory with organizational behavior, the authors discuss its implications for the analyses of such organizational situations and characteristics as selection, training, motivation (specifically, goal setting), communication, leadership, employee appraisal (specifically, attributions of responsibility), compensation, social exchanges, behavior settings, conflict resolution, and concepts of morality in human resource management. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
PART ONE: THEORETICAL ISSUES AND APPLICATIONS Introduction Cross-Cultural Psychology - Durganand ... more PART ONE: THEORETICAL ISSUES AND APPLICATIONS Introduction Cross-Cultural Psychology - Durganand Sinha Asian Scenario Cross-Cultural Psychology and Development - Cigdem Kagitcibasi The Indigenous Psychology Bandwagon - John G Adair Cautions and Considerations Indigenous Psychology - Ype Poortinga Scientific Ethnocentrism in a New Guise? Agency, Action and Culture - Lutz H Eckensberger Three Basic Concepts for Cross-Cultural Psychology PART TWO: FAMILY EXPERIENCES AND COGNITIVE PROCESSES Introduction A Family Structure Assessment Device for Turkey - Aydan Gulerce Family Climate as a Determinant of Academic Performance - Klaus Boehnke, William A Scott and Ruth Scott East Asian and Euro-American Cultures Compared Reproduction of Patterns in Relation to Children's Weaving Experience - R C Mishra and Nishamani Tripathi Some Eco-Cultural and Acculturational Factors in Intermodal Perception - Durganand Sinha, R C Mishra and J W Berry Sex Differences in Cognitive Style of Brahmin and Gurung Children from the Hills and Plains of Nepal - Ayan Bahadur Shrestha and R C Mishra PART THREE: DIMENSIONS OF SELF AND ACHIEVEMENT PROCESS Introduction Approaches to Learning of Asian Students - John B Biggs A Multiple Paradox Global Self-Esteem and the Fall of High Achievers - N T Feather and I R McKee Australian and Japanese Comparisons The Cross-Cultural Validity of the Shavelson Model of Self-Esteem - David Watkins Exploring the Basis of Self-Esteem of Urban and Rural Nepalese Children - David Watkins and Murari P Regmi Toward a Culturally Relevant Model of Self-Concept for the Hong Kong Chinese - Christopher H K Cheng Self-Monitoring and Concern for Social Appropriateness in China and England - William B Gudykunst, Ge Gao and Arlene Franklyn-Stokes PART FOUR: SOCIAL VALUES AND PROBLEMS OF DEVELOPING SOCIETIES Introduction Anticipations of Aging - Deborah L Best and John E Williams A Cross-Cultural Examination of Young Adults' Views of Growing Old Crossing Cultures - Colleen A Ward and Anthony Kennedy The Relationship between Psychological and Socio-Cultural Dimensions of Cross-Cultural Adjustment Entrepreneurship and Collectivism - Dharm P S Bhawuk and Arjun Udas A Study of Nepalese Entrepreneurs Motivational States and Stress-Strain Perception of Unemployed Youth in India - Mala Sinha and R C Tripathi Perceived Socio-Cultural Causes of Non-reporting of Crimes in India - Archana Gupta and Janak Pandey International Networks - Bobbie M Anthony Mechanisms for Culturally Viable Development Coda - Janak Pandey
The central research question examined in this study focused on whether diverse groups react diff... more The central research question examined in this study focused on whether diverse groups react differently. to politics in the workplace as a function of understanding. Understanding moderated the relationships between dimensions of politics perceptions and employee reactions for white males but not for racial/ethnic minorities, as hypothesized. The results for white females were mixed with significant moderating effects of understanding found for the Coworker Political Behavior-Outcomes relationships, and for the Political Organization Policies and Practices-Outcomes relationship. Implications of these results for theory and research are discussed.
Living in a multicultural society like the United States leads to sampling a range of experiences... more Living in a multicultural society like the United States leads to sampling a range of experiences that vary from being extremely delightful to excessively stressful, with many types of experiences in between. I present cases of positive experiences of immigrants that provide positive feelings of freedom, equality, fairness and due process. I also discuss negative experiences of minorities that vary from having their names mispronounced and their accent criticized to outright racial discrimination and hate crimes. How should the individuals navigate through this minefi eld of humiliating experiences? I present four theoretically meaningful strategies-Learning to Make Isomorphic Attributions, Learning to Extract Help from the System, Developing a Shared Network, and Using the Acculturating Strategy of Integration-that are derived from cross-cultural research that may help a society's minority members to maintain human dignity in a multicultural society without feeling excessively cynical. I conclude the paper with a suggestion that, perhaps, we need to use our spiritual strength in dealing with humiliating situations and that forgiveness is the ultimate ointment, which allows us to heal from the wounds of humiliation.
Examining the concept of epistemic violence and its two antecedents, three strategies—developing ... more Examining the concept of epistemic violence and its two antecedents, three strategies—developing Indigenous constructs and theories, going beyond the search for universals, and eliminating structural causes of violence—are proposed to generate dialogue between researchers for epistemic harmony.
In this article we argue that the problem-solving paradigm of engineering is limiting and therefo... more In this article we argue that the problem-solving paradigm of engineering is limiting and therefore not suitable for social change. Social change requires more than rules, legislations, and procedures. It requires nurturing and building people so that they can transform communities, and thus not simply solve or navigate problems but go on to uproot the causes of problems to create a new and vibrant society. Learning from community psychology, we propose that there are five essentials of community transformation that a social change agent should pay attention to, which are: 1) being a passionate facilitator embedded in the community, 2) defining the problem with the community, 3) using multiple methods and perspectives to measure the problem, 4) conducting collaborative implementation, and 5) being flexible to change when needed. We present case studies from three countries-India (Amul), Bangladesh (Grameen Bank), and Spain (Mondragon)-that support the model, presenting further credence to the community psychology approach to intervention. We found in all three cases that a social change agent is not a catalyst that leaves the chemical reaction unchanged; the change agent is also transformed in the process. We urge social agents of change to disassociate from the problem-2 solving paradigm of engineering and adopt the community psychology approach, which can help transform both the community and the agent. Implications for leadership, sustainable institution building, organizational development and the lessons for social scientist are discussed.
Technology transfer is a significant effort of the federal government and the intent of this effo... more Technology transfer is a significant effort of the federal government and the intent of this effort is to transfer technologies developed in federal laboratories to the private sector for commercial use. The Federal Laboratory Consortium for Technology Transfer is a clearinghouse for technologies developed through federal research laboratories. In addition, universities and other institutions use various mechanisms for transferring the technologies or knowledge to the private sector for civilian use. In this paper, the transfer of experimental and conceptual knowledge from research environment to civilian sector, covering aspects of engineering and social science is emphasized. The engineering examples deal with alleviating the nitrate pollution of rural domestic wells (a conceptual knowledge) and phytoremediation of hazardous wastes (an experimental knowledge). The social science examples deal with a culture assimilator for improving race relations (a conceptual knowledge) and a multimedia assimilator for global managers (an experimental knowledge). In each case, mechanisms and shortcomings involved in transferring the knowledge for civilian use are demonstrated. We present a framework for knowledge transfer, and discuss the role of champions in knowledge transfer. We take the position that, though the attributes of the technology itself are important, knowledge transfer does require champions.
Presents an obituary for Harry C. Triandis (1926 -2019). Harry Charalambos Triandis, universally ... more Presents an obituary for Harry C. Triandis (1926 -2019). Harry Charalambos Triandis, universally acknowledged as the father of cross-cultural social psychology as well as a leader of industrial/organizational and attitude research, passed away at his retirement home in Carlsbad, California, on June 1, 2019, in his 93rd year. Harry's academic career began in Montreal, Canada, where he enrolled in the Engineering Program at McGill University. Triandis received his master's degree in commerce from the University of Toronto, and then earned his doctorate in social psychology from Cornell University. He then joined the faculty at the University of Illinois where he remained until retirement in 1997. Early on, Harry realized that cross-cultural research had to employ different methods if the results were to be valid. Valid cross-cultural research, he reasoned, required the involvement of colleagues from the cultures being studied at every step in the process, including instrument design, hypothesis specification and analyses, joint publication, and so on. Thanks to Harry's untiring efforts to demonstrate their effectiveness, they have become standard procedure in cultural research. Harry was a prolific author, publishing over 200 papers, book chapters, and books. His work has been translated into Chinese, Farsi, German, Japanese, Russian, and Spanish and spans 60 years (1955-2015). Harry also pursued three other major funded programs of research. The first led to the publication Variations in Black and White Perceptions of the Social Environment in 1976. In his second program of research, he examined differences between Hispanic and Anglo culture in the context of social concerns about integrating the Hispanic community in the 1980s. His last research program culminated in his book on self-deception that was published in 2009. Harry received numerous accolades and awards for his contributions to cross-cultural and social psychology, some including Award for Distinguished Contributions to International Psychology (1994) and the Otto Klineberg Award from the Society for the Psychological Study of Social Issues to name a few. Harry served as president of six associations or societies of psychology, and his colleagues and students unanimously endorse his status as a world class scholar, but also a world class human being who will be deeply missed in the field of psychology. (PsycInfo Database Record (c) 2021 APA, all rights reserved).
International Journal of Intercultural Relations, Jul 1, 2008
This special issue features six articles that address some of the perils and opportunities render... more This special issue features six articles that address some of the perils and opportunities rendered by globalization. A description of the theme, globalization and diversity, is offered, followed by a brief overview of the six differing perspectives on the theme represented in this issue. The focal issues examined in the featured articles range from the macro-level issues of global acculturative pressure on traditional cultures and their identities and meso-level responses of organizations and local communities to such pressure, to micro-level issues of psychological dislocation and intercultural conflict intensified by increasing ethnic diversity in global urban centers, international exchange programs designed to help facilitate intercultural engagement and global aptitude among college students, and the emerging phenomenon of individual identity transformation beyond the perimeters of a single culture. Together, the six articles are offered as a crossdisciplinary effort in search of a broader understanding of the complex and allencompassing process of globalization and varied human responses to it.
South Asian journal of business studies, Aug 31, 2022
Maslow coined the construct of positive psychology (PP) (1954) and visualized the creation of hum... more Maslow coined the construct of positive psychology (PP) (1954) and visualized the creation of human-oriented organizations by people pursuing self-actualization (Maslow, 1965). However, it took others three decades to pick up the thread (Seligman, 1991, 1999; Snyder, 1995). PP represents a paradigm focused on the strengths of people (i.e. what is right about them) rather than their weaknesses and how people can achieve optimal functioning and full potential (Seligman, 2002). Positive organizational behavior and scholarship have developed on the foundation of PP (Luthans, 2002; Cameron and Dutton, 2003). Positive organizational scholarship (POS) is found to be of great value in almost every aspect of the management of organizations (See Cameron and Spreitzer, 2012). A POS lens looks at the generative dynamics (i.e. life-building, capability-enhancing and capacity-creating) in and of organizations that influences general and developmental experience at work and the cultivation of strengths at individual, group and organizational levels. Normative (i.e. good) aspects of organizational behavior are seriously considered in POS, which in turn affect the nature of relationships between individuals and among team members (e.g. Geue, 2018), organizational performance (e.g. Kelly and Cameron, 2017), organizational strategy (e.g. Stavros and Wooten, 2012) and interaction of business and society (e.g. Mazutis and Slawinski, 2015). The second wave of PP recognizes the difficulty of categorizing phenomena as either positive or negative, and flourishing is said to be dependent upon a complex balance and harmonization of the light and dark sides of life (Lomas and Ivtzan, 2016). For example, self-esteem is a positive trait, but inflated self-esteem leads to vulnerability to depression in the face of challenging situations in life. Or, for that matter, freedom is desirable but excessive choices lead to lower satisfaction. This special issue attempts to bring the contributions from South Asia to the field of PP and positive organizational psychology. This fits well with the ongoing conversation in the second wave of PP, which emphasizes learning from indigenous psychology. South Asia has a population of 1.6 billion with much religious diversity. The traditions of Hinduism, Buddhism and Islam have profoundly shaped South Asia both historically and culturally. These three traditions have influenced the socio-cultural moorings of Bhutan,
Page 467. 19 SYNTHESIZING THEORY BUILDING AND PRACTICE IN INTERCULTURAL TRAINING DAN LANDIS DHARM... more Page 467. 19 SYNTHESIZING THEORY BUILDING AND PRACTICE IN INTERCULTURAL TRAINING DAN LANDIS DHARM PS BHAWUK The truth of the matler is rather that the possible human institutions and motives are ...
ONSIDERABLE effort, in recent years, has been devoted to improving individual, unit, and organisa... more ONSIDERABLE effort, in recent years, has been devoted to improving individual, unit, and organisational effectiveness, primarily through the implementation of various types of human resources management policies and practices. Such efforts have yielded mixed results, and we believe this is because the focus of attention has been on the interface of the individual employee with the organisation (and its policies and practices). Largely neglected in prior implementation efforts has been what we believe to be a perhaps more relevant focus of attention, which is directed at the fundamental interaction of organisational life: the managersubordinate relationship. This article presents the case that the manager-subordinate relationship can be problematic for a number of reasons, and until we devote serious attention to preventing the development of dysfunctional relationships, and work at cultivating effective relationships, we should not expect to see maximally effective employees or organisational units. We propose a new approach, called Value Added Relationship Management (VARM), which we believe is a productive way to address manager-subordinate relationship problems, and we discuss its implications for practice. The Nature of the Manager-Subordinate Relationship A manager, usually, is on two teams: first, he or she is a manager or boss for his or her subordinates; and second, he or she is a subordinate for his or her boss or superior. This is true for all levels of managers, including the CEO, who reports to the board of directors of an organisation. Therefore, a manager switches roles all the time; he or she is a boss one moment and a subordinate the next. Managers have traditionally been looked upon as people who manage money, machine (or resources), and man to achieve organisational goals. In that tradition, Mintzberg's (1973) now classic study of managerial work identified ten managerial functions that can broadly be classified into three roles: (1) decisional (entrepreneur, disturbance handler, resource allocator, and negotiator); (2) informational (monitoring, disseminating, and spokesperson); and (3) interpersonal (figurehead, leader, and liaison). This description of managerial roles tacitly assumes the manager to be the epitome of a rational person, and often does not focus on the managers' self-interest. In the traditional perspective of a manager, it is also tacitly accepted that a manager's primary goal is NOT to develop his or her subordinates, provide resources for them, and develop effective relationships. The issue of manager-subordinate relationship is often lost in the academic debate of whether a manager (leader) should be task oriented or people oriented. We need to examine more carefully the managers' focus of attention, goals, and objectives to better understand the nature of the manager-subordinate relationship. There has been some interest in C
ABSTRACT The authors discuss the most overarching of culture theories, namely the theory of indiv... more ABSTRACT The authors discuss the most overarching of culture theories, namely the theory of individualism and collectivism, and describe its relationship to other theories, especially to A. P. Fiske's 4 kinds of sociality (1990, 1992) and to M. Rokeach's typology of values and political systems (1973). The authors then discuss how an understanding of this culture theory allows practitioners and researchers to explain and predict behavior in the workplace. To connect this theory with organizational behavior, the authors discuss its implications for the analyses of such organizational situations and characteristics as selection, training, motivation (specifically, goal setting), communication, leadership, employee appraisal (specifically, attributions of responsibility), compensation, social exchanges, behavior settings, conflict resolution, and concepts of morality in human resource management. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
PART ONE: THEORETICAL ISSUES AND APPLICATIONS Introduction Cross-Cultural Psychology - Durganand ... more PART ONE: THEORETICAL ISSUES AND APPLICATIONS Introduction Cross-Cultural Psychology - Durganand Sinha Asian Scenario Cross-Cultural Psychology and Development - Cigdem Kagitcibasi The Indigenous Psychology Bandwagon - John G Adair Cautions and Considerations Indigenous Psychology - Ype Poortinga Scientific Ethnocentrism in a New Guise? Agency, Action and Culture - Lutz H Eckensberger Three Basic Concepts for Cross-Cultural Psychology PART TWO: FAMILY EXPERIENCES AND COGNITIVE PROCESSES Introduction A Family Structure Assessment Device for Turkey - Aydan Gulerce Family Climate as a Determinant of Academic Performance - Klaus Boehnke, William A Scott and Ruth Scott East Asian and Euro-American Cultures Compared Reproduction of Patterns in Relation to Children's Weaving Experience - R C Mishra and Nishamani Tripathi Some Eco-Cultural and Acculturational Factors in Intermodal Perception - Durganand Sinha, R C Mishra and J W Berry Sex Differences in Cognitive Style of Brahmin and Gurung Children from the Hills and Plains of Nepal - Ayan Bahadur Shrestha and R C Mishra PART THREE: DIMENSIONS OF SELF AND ACHIEVEMENT PROCESS Introduction Approaches to Learning of Asian Students - John B Biggs A Multiple Paradox Global Self-Esteem and the Fall of High Achievers - N T Feather and I R McKee Australian and Japanese Comparisons The Cross-Cultural Validity of the Shavelson Model of Self-Esteem - David Watkins Exploring the Basis of Self-Esteem of Urban and Rural Nepalese Children - David Watkins and Murari P Regmi Toward a Culturally Relevant Model of Self-Concept for the Hong Kong Chinese - Christopher H K Cheng Self-Monitoring and Concern for Social Appropriateness in China and England - William B Gudykunst, Ge Gao and Arlene Franklyn-Stokes PART FOUR: SOCIAL VALUES AND PROBLEMS OF DEVELOPING SOCIETIES Introduction Anticipations of Aging - Deborah L Best and John E Williams A Cross-Cultural Examination of Young Adults' Views of Growing Old Crossing Cultures - Colleen A Ward and Anthony Kennedy The Relationship between Psychological and Socio-Cultural Dimensions of Cross-Cultural Adjustment Entrepreneurship and Collectivism - Dharm P S Bhawuk and Arjun Udas A Study of Nepalese Entrepreneurs Motivational States and Stress-Strain Perception of Unemployed Youth in India - Mala Sinha and R C Tripathi Perceived Socio-Cultural Causes of Non-reporting of Crimes in India - Archana Gupta and Janak Pandey International Networks - Bobbie M Anthony Mechanisms for Culturally Viable Development Coda - Janak Pandey
The central research question examined in this study focused on whether diverse groups react diff... more The central research question examined in this study focused on whether diverse groups react differently. to politics in the workplace as a function of understanding. Understanding moderated the relationships between dimensions of politics perceptions and employee reactions for white males but not for racial/ethnic minorities, as hypothesized. The results for white females were mixed with significant moderating effects of understanding found for the Coworker Political Behavior-Outcomes relationships, and for the Political Organization Policies and Practices-Outcomes relationship. Implications of these results for theory and research are discussed.
Living in a multicultural society like the United States leads to sampling a range of experiences... more Living in a multicultural society like the United States leads to sampling a range of experiences that vary from being extremely delightful to excessively stressful, with many types of experiences in between. I present cases of positive experiences of immigrants that provide positive feelings of freedom, equality, fairness and due process. I also discuss negative experiences of minorities that vary from having their names mispronounced and their accent criticized to outright racial discrimination and hate crimes. How should the individuals navigate through this minefi eld of humiliating experiences? I present four theoretically meaningful strategies-Learning to Make Isomorphic Attributions, Learning to Extract Help from the System, Developing a Shared Network, and Using the Acculturating Strategy of Integration-that are derived from cross-cultural research that may help a society's minority members to maintain human dignity in a multicultural society without feeling excessively cynical. I conclude the paper with a suggestion that, perhaps, we need to use our spiritual strength in dealing with humiliating situations and that forgiveness is the ultimate ointment, which allows us to heal from the wounds of humiliation.
Examining the concept of epistemic violence and its two antecedents, three strategies—developing ... more Examining the concept of epistemic violence and its two antecedents, three strategies—developing Indigenous constructs and theories, going beyond the search for universals, and eliminating structural causes of violence—are proposed to generate dialogue between researchers for epistemic harmony.
In this article we argue that the problem-solving paradigm of engineering is limiting and therefo... more In this article we argue that the problem-solving paradigm of engineering is limiting and therefore not suitable for social change. Social change requires more than rules, legislations, and procedures. It requires nurturing and building people so that they can transform communities, and thus not simply solve or navigate problems but go on to uproot the causes of problems to create a new and vibrant society. Learning from community psychology, we propose that there are five essentials of community transformation that a social change agent should pay attention to, which are: 1) being a passionate facilitator embedded in the community, 2) defining the problem with the community, 3) using multiple methods and perspectives to measure the problem, 4) conducting collaborative implementation, and 5) being flexible to change when needed. We present case studies from three countries-India (Amul), Bangladesh (Grameen Bank), and Spain (Mondragon)-that support the model, presenting further credence to the community psychology approach to intervention. We found in all three cases that a social change agent is not a catalyst that leaves the chemical reaction unchanged; the change agent is also transformed in the process. We urge social agents of change to disassociate from the problem-2 solving paradigm of engineering and adopt the community psychology approach, which can help transform both the community and the agent. Implications for leadership, sustainable institution building, organizational development and the lessons for social scientist are discussed.
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