The expression of compassion in leadership in intercultural organizational situations: the case of Japanese leaders in India

dc.contributor.authorAshta, Ashok
dc.contributor.authorStokes, Peter
dc.contributor.authorHughes, Paul
dc.contributor.authorDekel Dachs, Ofer
dc.contributor.authorTarba, Shlomo
dc.contributor.authorRodgers, Peter
dc.date.acceptance2024-09-04
dc.date.accessioned2024-04-15T12:44:59Z
dc.date.available2024-04-15T12:44:59Z
dc.date.issued2024-09-04
dc.descriptionThe file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.
dc.description.abstractIn this paper, we examine the role played by compassion in leadership in intercultural situations. Focusing on the growing and important economic context of Indo-Japanese business, we develop a model that identifies contingent factors that affect Japanese leaders’ expressions of compassion in intercultural organizational contexts. We engage with the spiritual capital construct and analyse leaders’ lived experiences leading to a novel extension of the well-established Nested Spheres Model of Culture. By adopting an inductivist and social constructivist approach, semi-structured interviews with Japanese business leaders operating in India are employed to generate data. The empirical data show how changes in time and place cause deeply embedded cultural values (such as compassion) to surface and become more explicit in leadership. The study also underlines the need to explore the wider spatial, temporal, and economic contingencies that affect both the dynamics of compassion in ‘intercultural’ business situations and spiritual leadership in intercultural contexts. (150 words; limit is 150 words)
dc.funderNo external funder
dc.funder.othernone
dc.identifier.citationAshok, A., Stokes, P. Hughes, P., Dekel-Dachs, O., Tarba, S and Rodgers, P. (2024) The expression of compassion in leadership in intercultural organizational situations: the case of Japanese leaders in India. European Management Review,
dc.identifier.doihttps://doi.org/10.1111/emre.12650
dc.identifier.issn1740-4754
dc.identifier.urihttps://hdl.handle.net/2086/23697
dc.language.isoen
dc.peerreviewedYes
dc.projectidN/A
dc.publisherWiley
dc.relation.ispartofseries1
dc.researchinstituteCentre for Enterprise and Innovation (CEI)
dc.rightsAttribution-NonCommercial-NoDerivs 2.0 UK: England & Walesen
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/2.0/uk/
dc.subjectCross-cultural management
dc.subjectCompassion
dc.subjectSocial capital
dc.subjectLeadership
dc.subjectIndia
dc.subjectJapan
dc.titleThe expression of compassion in leadership in intercultural organizational situations: the case of Japanese leaders in India
dc.title.alternative
dc.typeArticle

Files

Original bundle
Now showing 1 - 1 of 1
No Thumbnail Available
Name:
DORA - EMR.docx
Size:
307.11 KB
Format:
Microsoft Word XML
Description:
24 month embargo. publication date unknown
License bundle
Now showing 1 - 1 of 1
No Thumbnail Available
Name:
license.txt
Size:
4.2 KB
Format:
Item-specific license agreed upon to submission
Description: