Does the 360 Feedback Process Create Actionable Knowledge Equally Across Cultures?

Shipper, F., Hoffman IV, R. C., & Rotondo, D. M. (2004).  Published in the Best Papers Proceedings of the Academy of Management, New Orleans, LA, August 6-11, 2004. Finalist for the Carolyn Dexter Award, an Academy of Management Award for Best International Paper, 2004.

Abstract

Multinationals increasingly require a cadre of skilled managers to effectively run their global operations. To develop the essential managerial skills, multinationals are sometimes using the 360 feedback process to create actionable knowledge for individual managers. The 360 feedback process develops new or improved skills through greater self-awareness and learning. An implicit assumption is that use of the 360 feedback process will apply equally well across cultures. Given that different cultures have different values regarding power distance, uncertainty avoidance, masculinity and individualism, this assumption was examined using data from subsidiaries in five countries of a large multinational corporation. The results support the relative effectiveness of the 360 feedback process for the overall sample. Comparisons among the five countries revealed differences in the changes in employee affective reactions, manager self-awareness and use of interactive and controlling skills, and managerial effectiveness. Low power distance and individualism appear to be important values necessary for the 360 feedback process to yield positive changes. Conversely, if those cultural values do not exist, the changes observed may be detrimental to the employees, the manager, and the organization. The implications for international human resource practice and research are discussed.