Cross-cultural differences in responses to feedback: Implications for individual, group, and organizational effectiveness

Abstract

Appropriate (functional) responses to negative feedback are vital to both the short- and long-run performance of individuals in organizations, and, therefore, for their work groups and organizations. Regrettably, research shows that individuals may not respond appropriately to such feedback when they are motivated by self-enhancement. Moreover, it shows that self-enhancement tendencies are far more common among people in individualistic cultures than among people in collectivistic cultures. In view of this, we present a cross-cultural model of responses to feedback along with theory-based explanations for cultural differences in responses to feedback. In addition, we detail a number of strategies that egocentric people use for the purpose of either maintaining or enhancing their self-esteem when dealing with negative feedback. Finally, we offer suggestions for motivating people in individualistic cultures to respond to negative feedback in functional ways.

Citation

Stone-Romero, E.F. and Stone, D.L. (2002), "Cross-cultural differences in responses to feedback: Implications for individual, group, and organizational effectiveness", Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 21), Emerald Group Publishing Limited, Leeds, pp. 275-331. https://doi.org/10.1016/S0742-7301(02)21007-5