Abstract
This chapter tells the stories of 16 women managers who built collaborative projects, overcoming cultural gaps as well as social and organizational power differences. The study aims to learn from their practical experience in facing various personal and organizational challenges: differences in work practices, cultural gaps, conflicting interests, and financial uncertainties. Following a series of in-depth interviews with these managers, three models of collaboration were identified. For each model, we describe how the collaboration was perceived and understood, and the work practices that were developed to build and sustain it. Finally, we analyze each model in light of the academic literature on power, conflict, and collaboration.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
C. Anderson and J. L. Berdahl (2002). “The Experience of Power: Examining the Effects of Power on Approach and Inhibition Tendencies,” Journal of Personality and Social Psychology, 83, 1362–1377.
C. Anderson and A. D. Galinsky (2006). “Power, Optimism, and Risk-taking,” European Journal of Social Psychology, 36, 511–536.
P. Briñol, R. E. Petty, C. Valle, D. D. Rucker, and A. Becerra (2007). “The Effects of Message Recipients Power before and after Persuasion: A Self-validation Analysis,” Journal of Personality and Social Psychology, 93, 1040–1053.
S. Chen, A. Y. Lee-Chai and J. A. Bargh (2001). “Relationship Orientation as a Moderator of the Effects of Social Power,” Journal of Personality and Social Psychology, 80, 173–187.
R. M. Emerson (1962). “Power-Dependence Relations,” American Sociological Review, 27, 31–41.
S. T. Fiske (1993). “Controlling Other People: The Impact of Power on Stereotyping,” American Psychologist, 48, 621–628.
C. T. Fong and L. Z. Tiedens (2002). “Dueling Experiences and Dual Ambivalences: Emotional and Motivational Ambivalence of Women in High Status Positions,” Motivation and Emotion, 26, 105–121.
A. D. Galinsky, D. H. Gruenfeld, and J. C. Magee (2003). “From Power to Action,” Journal of Personality and Social Psychology, 85, 453–466.
A. D. Galinsky, J. C. Magee, D. H. Gruenfeld, J. A. Whitson and K. A. Liljenquist (2008). “Power Reduces the Press of the Situation: Implications for Creativity, Conformity, and Dissonance,” Journal of Personality and Social Psychology, 95, 1450–1466.
A. D. Galinsky, J. C. Magee, M. E. Inesi and D. H. Gruenfeld (2006). “Power and Perspectives Not Taken,” Psychological Science, 17, 1068–1074.
D. H. Gruenfeld, M. E. Inesi, J. C. Magee, and A. D. Galinsky (2008). “Power and the Objectification of Social Targets,” Journal of Personality and Social Psychology, 95, 111–127.
E. Gomel (2009). The Pilgrim Soul: Being a Russian in Israel. New York: Cambria Press.
S. A. Goodwin, A. Gubin, S. T. Fiske and V. Y. Yzerbyt (2000). “Power Can Bias Impression Processes: Stereotyping Subordinates by Default and by Design,” Group Processes and Intergroup Relations, 3, 227–256.
A. Guinote (2007). “Power and Goal Pursuit,” Personality and Social Psychology Bulletin, 33, 1076–1087.
S. Hitlin, and J. A. Piliavin (2004). “Values: Reviving a Dormant Concept,” Annual Review of Sociology, 30, 359–393.
D. Keltner, D. H. Gruenfeld, and C. Anderson (2003). “Power, Approach, and Inhibition,” Psychological Review, 110, 265–284.
D. Keltner and R.J. Robinson (1997). “Defending the Status Quo: Power and Bias in social Conflict,” Personality and Social Psychology Bulletin, 23, 1066–1077.
J. C. Magee, and A. D. Galinsky (2008). “Social Hierarchy: The Self-Reinforcing Nature of Power and Status,” Academy of Management Annals, 2, 351–398.
J. C. Magee and P. K. Smith (2013). “The Social Distance Theory of Power,” Personality and Social Psychology Review, 17, 158–186.
M. Rohan (2000). “A Rose by Any Name? The Value Construct,” Personality and Social Psychology Review, 4, 255–277.
S. H. Schwartz (1992). “Universals in the Content and Structure of Values: Theoretical Advances and Empirical Tests in 20 Countries.” In Advances in Experimental Social Psychology (ed) M. Zanna, 25, 1–65. New York: Academic Press.
S. H. Schwartz and T. Rubel (2005). “Sex Differences in Value Priorities: Cross-cultural and Multi-Method Studies,” Journal of Personality and Social Psychology, 89, 1010–1028.
S. H. Schwartz and T. Rubel-Lifschitz (2009). “Cross-National Variation in the Size of Sex Differences in Values: Effects of Gender Equality,” Journal of Personality and Social Psychology, 97, 171–185.
P. K. Smith, N. B. Jostmann, A. D. Galinsky and W. W. Van Dijk (2008). “Lacking Power Impairs Executive Functions,” Psychological Science, 19, 441–447.
J. W. Thibautand and H.H. Kelley (1959). The Social Psychology of Groups. New York: Wiley.
M. Weick and A. Guinote (2008). “When Subjective Experiences Matter: Power Increases Reliance on the Ease of Retrieval,” Journal of Personality and Social Psychology, 94, 956–970.
Editor information
Editors and Affiliations
Copyright information
© 2015 Tammy Rubel-Lifschitz and Dina Kazhdan
About this chapter
Cite this chapter
Rubel-Lifschitz, T., Kazhdan, D. (2015). Managing Multicultural Collaborations in a Reality of Power Differences. In: Syna, H.D., Costea, CE. (eds) Women’s Voices in Management. Palgrave Macmillan, London. https://doi.org/10.1057/9781137432155_17
Download citation
DOI: https://doi.org/10.1057/9781137432155_17
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-58111-5
Online ISBN: 978-1-137-43215-5
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)