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Culture and social hierarchy: Collectivism as a driver of the relationship between power and status

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  • To, Christopher
  • Leslie, Lisa M.
  • Torelli, Carlos J.
  • Stoner, Jennifer L.

Abstract

Power and status are distinct bases of social hierarchy with unique effects. Yet evidence suggests wide variation in whether perceptions of status and power are highly correlated versus relatively distinct. We use a cross-cultural lens to explain this variation and suggest cultural orientation shapes the effect of power on perceived status and vice versa. Six studies using various methodologies and samples demonstrate that: (1) individuals high (versus low) on vertical collectivism are more likely to perceive high power targets as also high in status; (2) individuals high (versus low) on horizontal collectivism are more likely to perceive high status targets as also high in power; and (3) cultural differences in the power-status relationship qualify prior conclusions regarding established effects of power and status on one downstream consequence—namely, fairness enacted towards others. Implications for theory, practice, and future research are discussed.

Suggested Citation

  • To, Christopher & Leslie, Lisa M. & Torelli, Carlos J. & Stoner, Jennifer L., 2020. "Culture and social hierarchy: Collectivism as a driver of the relationship between power and status," Organizational Behavior and Human Decision Processes, Elsevier, vol. 157(C), pages 159-176.
    • Handle: RePEc:eee:jobhdp:v:157:y:2020:i:c:p:159-176
    DOI: 10.1016/j.obhdp.2019.12.006
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    References listed on IDEAS

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    1. Yu, Andrew & Hays, Nicholas A. & Zhao, Emma Y., 2019. "Development of a bipartite measure of social hierarchy: The perceived power and perceived status scales," Organizational Behavior and Human Decision Processes, Elsevier, vol. 152(C), pages 84-104.
    2. Marko Pitesa & Stefan Thau, 2013. "Compliant sinners, obstinate saints: How power and self-focus determine the effectiveness of social influences in ethical decision making," Post-Print hal-00814614, HAL.
    3. Kennedy, Jessica A. & Anderson, Cameron, 2017. "Hierarchical rank and principled dissent: How holding higher rank suppresses objection to unethical practices," Organizational Behavior and Human Decision Processes, Elsevier, vol. 139(C), pages 30-49.
    4. Tost, Leigh Plunkett & Johnson, Hana Huang, 2019. "The prosocial side of power: How structural power over subordinates can promote social responsibility," Organizational Behavior and Human Decision Processes, Elsevier, vol. 152(C), pages 25-46.
    5. Marko Pitesa & Stefan Thau, 2013. "Compliant sinners, obstinate saints: How power and self-focus determine the effectiveness of social influences in ethical decision making," Grenoble Ecole de Management (Post-Print) hal-00814614, HAL.
    6. Eric M. Anicich & Nathanael J. Fast & Nir Halevy & Adam D. Galinsky, 2016. "When the Bases of Social Hierarchy Collide: Power Without Status Drives Interpersonal Conflict," Organization Science, INFORMS, vol. 27(1), pages 123-140, February.
    7. Torelli, Carlos J. & Leslie, Lisa M. & Stoner, Jennifer L. & Puente, Raquel, 2014. "Cultural determinants of status: Implications for workplace evaluations and behaviors," Organizational Behavior and Human Decision Processes, Elsevier, vol. 123(1), pages 34-48.
    8. Schaerer, Michael & du Plessis, Christilene & Yap, Andy J. & Thau, Stefan, 2018. "Low power individuals in social power research: A quantitative review, theoretical framework, and empirical test," Organizational Behavior and Human Decision Processes, Elsevier, vol. 149(C), pages 73-96.
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    Cited by:

    1. Brady, Garrett L. & Inesi, M. Ena & Mussweiler, Thomas, 2021. "The power of lost alternatives in negotiations," Organizational Behavior and Human Decision Processes, Elsevier, vol. 162(C), pages 59-80.

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