Chinese Traditionalism-Modernity Values and the Preference on Distribution Rules: Investigating Team Situational Effects

• Main Authors: Yi-Shan Liao, 廖宜珊
• Other Authors: Min-Ping Huang
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/43344166267196669400

碩士 === 元智大學 === 經營管理碩士班(領導學程) === 101 === Justice has been considered as one of the key ways to understand human behaviors in society, especially in the organization. Different from the study on Perceived Injustice before, researchers dedicate to investigate how to create fair distributive outcomes. Although cultures are the important factors to influence how people choose the distributive rules to decide whether they are fair, however, the power of situation is more influential. This study tends to investigate how Chinese cultural values influence the preference on distributive rules. Different from the past study which just simply focused on individuals, we’ll try to investigate based on the individuals who work in teams. Due to the major work pattern of “teams” in current organizations, we’ll expect to see the moderators of situational factors- which are team cohesiveness and task interdependence. Moreover, for members who both own high traditional and modern values, we’ll try to explore the effects of the situations in teams which can lead them to make decisions. From research method to see, the major instrument we will adopt is the Individual Traditionalism-Modernity Scale developed by Yang (2007). We’ll accept the concept by Yang that traditional and modern values will be seen as independent, and they will be used as the basis to categorize as four value types. Also, another instrument we’ll use is Situation Story, which is included the real conditions in work places. The sample will focus on employees in organizations, and it will be the best when they have worked in teams. Finally, from the analysis outcomes, we can see that “Equity Rule” will be the basic method for members who own high modern value, no matter how the situations change. On the other hand, for members who own high traditional value, they don’t apparently tend to “Equality/Need Rule” until the situations are included to consider, especially in high cohesion. At last, for members who both own high traditional and modern values, the impact of situations can lead them to make decision. From the above, this study has confirmed the influence of the situational factors. And at the same time, we firmly establish the basis for decision making to members who both own high traditional and modern values. In practice, We hope that these research outcomes can provide organizations to make “relatively fair” rules for teams, and make members more dedicated to the goals of teams or organization.