2012/07/01 by Christopher G. Myers, Shirli Kopelman · 1 citation
Psychology · #Cultural Differences and Values
paper · doi:10.5465/ambpp.2012.11042abstract
openalex publication_date 2012/07/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/23
This study examines the influence of others’ culture on an individual’s cooperative behavior in a cross-cultural social dilemma. Drawing on and extending the appropriateness framework, we examine individuals’ cooperation as they interact with a high power other (HPO) from another country in an asymmetric commons dilemma task. Utilizing a sample of managers from four different national culture groups (Germany, Hong Kong, Israel and the US), results demonstrate that the individual’s culture and HPO’s culture interact to influence the individual’s cooperative behavior. Further analysis demonstrates that individuals’ cooperative behavior is related to their expectations of the HPO’s cooperation, and that the HPO’s culture influences these expectations, but that this relationship is moderated by overt discussion of equality during a face-to-face interaction. This study highlights the complexity of cross-cultural interactions and the need to consider not only the culture of the focal individual, but of relevant others in the situation. These empirical findings have implications for cross-cultural interactions in a range of organizational contexts, including multicultural negotiations and global leadership.