ROLE-CONFLICT, AMBIGUITY, AND OVERLOAD - A 21-NATION STUDY

• 成果类型: Note
• 署名作者: PETERSON, MF; SMITH, PB; AKANDE, A; AYESTARAN, S; BOCHNER, S; CALLAN, V; CHO, NG; JESUINO, JC; DAMORIM, M; FRANCOIS, PH; HOFMANN, K; KOOPMAN, PL; LEUNG, K; LIM, TK; MORTAZAVI, S; MUNENE, J; RADFORD, M; ROPO, A; SAVAGE, G; SETIADI, B; SINHA, TN; SORENSON, R; VIEDGE, C
• 署名单位: University of Sussex; University of the Western Cape; University of New South Wales Sydney; Instituto Universitario de Lisboa; University of Queensland; Universite de Poitiers; University of Mannheim; Hokkaido University; Vrije Universiteit Amsterdam; Chinese University of Hong Kong; Tampere University; Makerere University; Texas Tech University System; Texas Tech University; University of Witwatersrand
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/256687
• 发表日期: 1995
• 页码: 429-452
• 关键词: design; scales

摘要

The extent of role conflict, role ambiguity, and role overload reported by middle managers from 21 nations was related to national scores on power distance, individualism, uncertainty avoidance, and masculinity. We adapted earlier role stress scales and assessed equivalence using multigroup confirmatory factor analysis. Role stresses varied more by country than by personal and organizational characteristics. Data were aggregated to the national level. Power distance and collectivism were negatively related to role ambiguity and positively related to role overload.