It has long been identified that relative deprivation increases prejudice. Guimond and Dambrun (2002) demonstrated that relative gratification, as the opposite of relative deprivation, is also an important variable in predicting intergroup discrimination. Guimond and Dambrun (2002), further suggest that in order to prevent destructive conflicts between groups, such as intergroup discrimination, the goal of equality rather than economic improvements has to be kept in mind. The present paper will report three experiments which aimed to replicate Guimond and Dambrun’s (2002) findings on relative deprivation and relative gratification and which further aimed to test their proposal that equality would reduce prejudice. The results of the three experiments confirmed the predicted effects of relative deprivation and relative gratification on intergroup discrimination. However, the results did not confirm that equality reduces prejudice. Methodological and theoretical reasons for these results are provided and discussed in detail.

This paper explored the process of identity formation among the Hui national minority, particularly focusing on Hui students who live and study within the majority group. Given that Hui's tradition derived from its mixed blood is often misinterpreted by others in interactions with outgroup members, it is necessary to explore Hui students' opinions of their ethnicity in public school, the way that they construct their ethnic identity, and how identity varies among Hui students and thus affects their academic performance. Results showed that in the group of Hui students who reported their GPA, ethnic identity and self-esteem negatively predicted GPA. Self-esteem failed to act as a moderator in the prediction of GPA, but it did mediate the prediction of their aspiration for higher education. Differences between ethnic identity only existed between Hui students in central and northwest of China. Additional analysis and information from interviews showed that Hui students do have experiences in which they are misinterpreted by other groups, and Hui ethnicity does affect their life.

Synergy among departments is increasingly considered vital for organizations to use their full resources to deal with threats and explore opportunities in the rapidly changing marketplace. Although valuable, developing synergy among departments is a difficult management challenge. Departments within organizations often have their own business goals, yet the coordination of these goals is a precondition for overall organizational effectiveness. The need for goal coordination makes departments interdependent (Thompson, 1967), but this interdependence may become particularly problematic when the different departmental goals are incompatible (St. John & Hall, 1991). Because of the value of cooperative goals for coordination, managers want to understand the conditions that lead people to believe their interests are basically positively associated in an organizational setting. In this study, we explore what factors increase the likelihood of having broad role identities, in which employees not only care for the goals characteristic of their own department, but also for goals of other departments. This gives rise to the question of not whether, but under what circumstances, departments develop organizational cohesion. That is the key question that must be approached by theories of intergroup relations in order to successfully understand the dynamics of interdepartmental coordination, cooperation, and conjunction. In this study, we propose that the degree to which people have concern for the organizational goals is partly rooted in interdepartmental goal interdependence. This study assumes that high departmental and interdepartmental effectiveness will be promoted by constructive cooperation between departments within organizations. In doing so, we connect the theory of cooperation and competition and social identity theory to test what interdepartmental structures will improve organizational effectiveness. Accordingly, we consider a congregation of structures by which coordination between departments can be managed. The study suggests that interdepartmental relationships are influenced or determined by contextual structures, especially task interdependence, shared rewards, and interdepartmental groups, operating first upon goal interdependence and social identity, with the effects on the interdepartmental coordination as subsequent outcomes. In practice, if each group were producing its own product or service, there might be little need for significant intergroup coordination. In most cases, however, identifiable groups in organizations are producing only a segment of the organization’s product or service. Coordination between such groups is a necessity. As professional firms that provide multiple services are well suited to exploring interdepartmental relationships (Tomasic, 1991; Eccles and Crane, 1988), this study collected the questionnaires from financial companies in mainland China. As a result, we found that three factors promoted effective interdepartmental coordination and thus high organizational performance. First, coordination will be more effective if there are compatible or cooperative goals between departments. Second, coordination will be more effective if the departments are addressed and rewarded on over-all performance measures embracing the activities of the several departments. Third, interdepartmental coordination will be more effectively achieved and over-all organizational performance will be higher to the extent that departments have salient organizational identities rather than departmental identities. This research has both theoretical and practical contributions. Theoretically, this study provides a test of whether interdepartmental structures promote synergy in financial companies in China. This study adds to research on cooperation and competition by identifying the interdepartmental structures as important antecedents to goal interdependence. This study adds to research on social identities by identifying the interdepartmental structures such as motivational and affective antecedents to organizational identities. This study also adds to research on intergroup relationships by developing the model to enhance the coordination relations among formal departments in organizations. Practically, this study has implications for developing interdepartmental relationships in the company, especially in those financial companies in mainland China; this study also provides empirical evidence of the utility of the interdepartmental structures and suggests that cooperative goals and organizational identity mediate their effects on organizational effectiveness.

This study empirically examines the impact of goal interdependence and leader-member relationship on cross-cultural leadership in joint ventures in China. Its two research questions are how to facilitate leader-member relationships between foreign managers and Chinese employees in joint ventures in China, and how foreign managers and Chinese employees can develop cooperative goals in Chinese contexts. Four hypotheses were generated. Hypothesis 1 examined the effects of leader-member relationship between foreign managers and Chinese employees on cross-cultural leadership. Hypothesis 2 studied the impacts of different goal interdependence on the leader-member relationship between foreign managers and Chinese employees. Hypothesis 3 and 4 investigated how foreign managers can make use of the basic elements of Chinese guanxi value to develop cooperative goal interdependence with Chinese employees. This study applies the theory of cooperation and competition and the theory of LMX to develop responses to the research questions. We used different methods for different research questions. To answer the first research question, we used a survey to collect data for the first two hypotheses. Completed survey questionnaires were analyzed on a valid sample of 199. To answer the second research question, we conducted a 2x3 experiment with 120 participants to test hypothesis 3 and 4. Results of our survey study supported the theorizing that cooperative goals between managers and employees can strengthen their leader-member relationships, which in turn facilitate cross-cultural leadership. Our results also extended this theorizing to cross-cultural settings. Findings suggested that although the theory of cooperation and competition and the theory of LMX were developed in the West, they could be useful in Chinese contexts for understanding cross-cultural leadership. Results of our experiment indicated that communicating warm-heartedness rather than indifference, and structuring mutual rather than independent or comparative rewards, helped foreign managers develop cooperative goals, strong leader-member relationships with their Chinese employees and facilitated their leadership. In summary, this study demonstrates that cooperative goals and strong leader-member relationship promote productive cross-cultural leadership in joint ventures in China. Foreign managers can use basic elements of Chinese guanxi value to develop cooperative goals and quality leader-member relationship for effective cross-cultural leadership in Chinese contexts.

付記する学位プログラム名: 霊長類学・ワイルドライフサイエンス・リーディング大学院 / 京都大学 / 0048 / 新制・課程博士 / 博士(理学) / 甲第22295号 / 理博第4609号 / 新制||理||1661(附属図書館) / 京都大学大学院理学研究科生物科学専攻 / (主査)教授 古市 剛史, 教授 湯本 貴和, 教授 濱田 穣 / 学位規則第4条第1項該当 / Doctor of Science / Kyoto University / DFAM

Members of groups in conflict are often defensive of ingroup-perpetrated violence, especially if they glorify their ingroup. While past literature has established that high glorifiers are unconditionally defensive of their ingroup, findings regarding low glorifiers are mixed, with some studies finding low glorifiers to be similarly defensive as high glorifiers and others finding low glorifiers to not be defensive or even critical of the ingroup. Across six studies, I investigated whether perceiving a conflict to be tangible (rather than intangible) drives defensiveness among low glorifiers. I tested this hypothesis across two national contexts that were naturally closer (Israel) or farther (the U.S.) from the same conflict (the Syrian conflict). I found that Israeli low glorifiers were defensive of their ingroup, whereas American low glorifiers were not (Studies 1a/1b) and that Israelis found the conflict tangible, whereas Americans found the conflict relatively intangible (Studies 2a/2b). Across Study 3 and Study 4, I found experimental evidence that low glorifiers in Serbia (study 3) and the U.S. (study 4) are more defensive of ingroup-perpetrated violence when the conflict context is tangible than when it is relatively intangible.

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