Attitudes and Attraction: Optimism and Weight as Explanations for the Similarity–Dissimilarity Asymmetry

The positive link between attitude similarity and attraction is one of the fundamental outcomes in social psychology. However, attitude dissimilarity seems to be a stronger driver of this relationship than attitude similarity. The authors review the evidence on this similarity–dissimilarity asymmetry, and discuss two explanations. One is that people generally enter into interactions with optimism, and so supposedly neutral partners are often seen as mildly positive. Another is that dissimilar attitudes carry greater weight than similar attitudes in cognitive processes. Implications of these mechanisms for wider issues in person perception and attitude structure are discussed, connecting them with more recent theories of attitudinal ambivalence and evaluative space.     

International Applications of Computer-based Testing and Interpretation

The computer has been used to administer, score and interpret psychological tests in a number of countries throughout the world. This paper traces early work in the United States, Great Britain and continental Europe and reviews the current international status of computer-assisted psychological testing. Several problems with transporting existing computer-based psychological testing technology across languages and cultures are discussed.
Les ordinateurs sont utilisés pour administrer, noter et interpréter les tests psychologiques dans un certain nombre de pays du monde entier. Cet article évoque les travaux réalisés aux Etats-Unis, en Grande Bretagne et en Europe Occidentale, et passe en revue les données du courant international en la matière. Plusieurs problèmes technologiques sont soulevés par la diffusion de ces tests, notamment sur les plans du langage et de la culture.     

Understanding cross-cultural sales manager–salesperson relationships in the Asia-Pacific Rim region: a grounded theory approach

Abstract

As more organizations implement multinational strategies, sales managers leading sales forces encounter complex cultural challenges that affect relationships, processes, and outcomes. We undertake a qualitative study with the objective of understanding the sales manager–salesperson relationship when the sales manager is leading sales representatives located in other cultures. Because of the significant size and growth of Asian countries, we focus our study on the Asia-Pacific Rim region. In-depth interviews conducted with 21 sales managers working for a large multinational technology firm in our focal region provide the data for our analysis. Using a grounded theory approach, we identify five key themes: building and sustaining cross-cultural relationships, cross-cultural communication effectiveness, acquisition and maintenance of trust across cultures, language, and decision-making. From our findings, research propositions are offered and implications for researchers and practitioners are discussed.