Face Values and Managerial Practice Preference in China

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Conference Proceeding
Proceedings of the ANZIBA Conference 2007, 2007, pp. 1 - 16
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Social face values are found to have influence on the willingness of sharing information within cultural contexts. Face values profoundly penetrate the whole Chinese society, reflecting a high collectivist and large power distance culture. In such culture, members stress greater mutual-face and other s face than member in individualistic cultures, which express more self-face maintenance. Previous studies address the face issues from diverse disciplines. However, there is limited research on how face issues influence on managerial behavior in manager-subordinate relationships through an empirical examination. We explore the extent to which a manager s superior face saving is related to their sharing information with subordinates and inviting their initiatives. The findings of the study indicate that superior face-saving is negatively associated with sharing information with subordinates.
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