The moderating effect of face values: Information sharing and initiative encouragement in China's civil service

Karen Yuan Wang; Yongqing FANG; Stephen T.T. Teo

doi:10.1177/1470595811401649

The moderating effect of face values: Information sharing and initiative encouragement in China's civil service

Karen Yuan Wang, Yongqing FANG, Stephen T.T. Teo

Canberra Business School

Research output: Contribution to journal › Article › peer-review

6 Citations (Scopus)

Abstract

Despite previous studies on face values across a number of disciplines, there is limited research on how face values influence manager-subordinate relationships in China's civil service. This study examines the role of managers' face values in the relationship between their trust in subordinate loyalty and willingness to empower subordinates. The findings of our study indicate that superior face-saving and face-enhancing values moderate the relationships between information sharing, initiative encouragement, and their trust in subordinate loyalty. © SAGE Publications 2011.

Original language	English
Pages (from-to)	325-340
Number of pages	16
Journal	International Journal of Cross Cultural Management
Volume	11
Issue number	3
DOIs	https://doi.org/10.1177/1470595811401649
Publication status	Published - 2011

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abstract = "Despite previous studies on face values across a number of disciplines, there is limited research on how face values influence manager-subordinate relationships in China's civil service. This study examines the role of managers' face values in the relationship between their trust in subordinate loyalty and willingness to empower subordinates. The findings of our study indicate that superior face-saving and face-enhancing values moderate the relationships between information sharing, initiative encouragement, and their trust in subordinate loyalty. {\textcopyright} SAGE Publications 2011.",

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AB - Despite previous studies on face values across a number of disciplines, there is limited research on how face values influence manager-subordinate relationships in China's civil service. This study examines the role of managers' face values in the relationship between their trust in subordinate loyalty and willingness to empower subordinates. The findings of our study indicate that superior face-saving and face-enhancing values moderate the relationships between information sharing, initiative encouragement, and their trust in subordinate loyalty. © SAGE Publications 2011.

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JF - International Journal of Cross Cultural Management

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The moderating effect of face values: Information sharing and initiative encouragement in China's civil service

Abstract

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