Comparative Analysis of Goal-Setting Strategies Across Cultures

Miriam Erez

P. Christopher Earley

Keywords: Goal-Setting, Culture, Participation, Performance, Goal Acceptance

The Study:

This study investigated whether different goal-setting strategies affect goal acceptance and performance depending on cultural context. Three approaches were assessed: assigned goals, goals set by a representative in negotiation with the researcher, and group-set goals. Participants were 180 students from three cultural groups: Americans, urban Israelis, and Israeli kibbutz members. They performed an academic scheduling task under two levels of goal difficulty. 

Main Findings:

Participation in goal setting increased goal acceptance across all cultural groups. Cultural context moderated the relationship between goal-setting strategy and performance under highly challenging goals. Participation — direct or via a representative — produced higher performance, especially among Israelis. Americans showed smaller differences across strategies, suggesting that assigned goals may be more effective in higher-power-distance cultures. Goal acceptance partially mediated the link between goal-setting strategy and performance. 

Practical Implications:

Organizations should align goal-setting strategies with cultural values. Collaborative practices are more effective in collectivistic, low-power-distance cultures, particularly when goals are demanding, whereas assigned goals may be equally effective in individualistic, higher-power-distance contexts. Multinational programs should adjust the level of participation to maximize performance outcomes. 

Reference:

Erez, M., & Earley, P. C. (1987). Comparative analysis of goal-setting strategies across cultures. Journal of Applied Psychology, 72(4), 658–665.

Erez1987.pdf

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