This paper investigates the effect of decision-makers'culture on their implicit choice of how to make decisions. In a content analysis of major decisions described in American and Chinese twentieth-century novels, we test a series of hypotheses based on prior theoretical and empirical...

This paper compares how managers value knowledge from internal and external sources. Although many theories account for favoritism toward insiders, we find that preferences for knowledge obtained from outsiders are also prevalent. Two complementary case studies and survey data from managers...

We compare how people react to good ideas authored by internal rivals (employees at the same organization) versus external rivals (employees at a competitor organization). We hypothesize that internal and external rivals evoke contrasting kinds of threats. Specifically, using knowledge from an...

Research suggests that power triggers assertive action. However, people from different cultures might expect different types of action from powerful individuals such as leaders. In comparing cultural differences in leadership imagery, we find that Americans represent leaders standing ahead of...

Personal agency is often considered the hallmark of the independent self. By contrast, interdependent selves are viewed as fitting into groups, adjusting to situations, and minimally asserting themselves. This characterization of the interdependent self as a “non-agent” assumes that personal...