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

Authors
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
Citation
Mf. Peterson et al., ROLE-CONFLICT, AMBIGUITY, AND OVERLOAD - A 21-NATION STUDY, Academy of Management journal, 38(2), 1995, pp. 429-452
Citations number
47
Categorie Soggetti
Management,Business
Journal title
Academy of Management journal → ACNP
ISSN journal
00014273
Volume
38
Issue
2
Year of publication
1995
Pages
429 - 452
Database
ISI
SICI code
0001-4273(1995)38:2<429:RAAO-A>2.0.ZU;2-P
Abstract
The extent of role conflict, role ambiguity, and role overload reporte d 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 wer e aggregated to the national level. Power distance and collectivism we re negatively related to role ambiguity and positively related to role overload.