Role Conflict, Ambiguity, and Overload: A 21-Nation Study
Mark F. Peterson, Peter B. Smith, Adebowale Akande, Sabino Ayestaran, Stephen Bochner, Victor Callan, Nam Guk Cho, Jorge Correia Jesuino, Maria D'Amorim, Pierre-Henri Francois, Karsten Hofmann, Paul L. Koopman, Kwok Leung, Tock Keng Lim, Shahrenaz Mortazavi, John Munene, Mark Radford, Arja Ropo, Grant Savage, Bernadette Setiad, T. N. Sinha, Ritch Sorenson, Conrad Viedge
Academy of Management Journal · 1995 · Volume 38 · Issue 2
Abstract
The extent of role conflict, role ambiguity, and role overload reported by middle managers from 21 nations was related to national scores on power distance, individualism, uncertainty avoidance, and masculinity. We adapted earlier role stress scales and assessed equivalence using multigroup confirmatory factor analysis. Role stresses varied more by country than by personal and organizational characteristics. Data were aggregated to the national level. Power distance and collectivism were negatively related to role ambiguity and positively related to role overload.
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