The expression of compassion in leadership in intercultural organizational situations: the case of Japanese leaders in India
dc.contributor.author | Ashta, Ashok | |
dc.contributor.author | Stokes, Peter | |
dc.contributor.author | Hughes, Paul | |
dc.contributor.author | Dekel Dachs, Ofer | |
dc.contributor.author | Tarba, Shlomo | |
dc.contributor.author | Rodgers, Peter | |
dc.date.acceptance | 2024-09-04 | |
dc.date.accessioned | 2024-04-15T12:44:59Z | |
dc.date.available | 2024-04-15T12:44:59Z | |
dc.date.issued | 2024-09-04 | |
dc.description | The 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.abstract | In 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.funder | No external funder | |
dc.funder.other | none | |
dc.identifier.citation | Ashok, 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.doi | https://doi.org/10.1111/emre.12650 | |
dc.identifier.issn | 1740-4754 | |
dc.identifier.uri | https://hdl.handle.net/2086/23697 | |
dc.language.iso | en | |
dc.peerreviewed | Yes | |
dc.projectid | N/A | |
dc.publisher | Wiley | |
dc.relation.ispartofseries | 1 | |
dc.researchinstitute | Centre for Enterprise and Innovation (CEI) | |
dc.rights | Attribution-NonCommercial-NoDerivs 2.0 UK: England & Wales | en |
dc.rights.uri | http://creativecommons.org/licenses/by-nc-nd/2.0/uk/ | |
dc.subject | Cross-cultural management | |
dc.subject | Compassion | |
dc.subject | Social capital | |
dc.subject | Leadership | |
dc.subject | India | |
dc.subject | Japan | |
dc.title | The expression of compassion in leadership in intercultural organizational situations: the case of Japanese leaders in India | |
dc.title.alternative | ||
dc.type | Article |
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