Do Cross‐Cultural Values Affect Multisource Feedback Dynamics? The Case of High Power Distance and Collectivism in Two Latin American Countries

Abstract

In this investigation we report results of a study designed to test the effect of cross‐cultural values on multisource feedback (MSF). With the participation of a sample of 501 managers from Venezuela and Colombia, two collectivistic and high power distance countries, results of the study indicate that cultural values distort the evaluations involved in MSF systems. Specifically, unlike reports of studies conducted in individualistic and low power distance environments, we found that (a) peers are the least discrepant source of information, (b) subordinates tend to provide the highest evaluations across feedback sources, and (c) there is an excessive emphasis on people‐oriented behaviors. Results are discussed in light of the conflict between our findings and those in existing literature. The practical implications of MSF in multi‐cultural workplaces are addressed.

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