PEOPLE.IDEAS.PERFORMANCE

78 indicate more of a focus on the group while high scores indicate more of a focus on the individual. Romania scores 30 of Hofstede’s scale (The Hofstede Center (a), (2016) while the USA scores 91 (The Hofstede Center(b), 2016), thus Romania is more group focused than the USA. Romania’s collectivist focus means that expatriate managers from individualistic cultures, such as the USA who take on a management position in Romania should realize that employees will be loyal to the member group whether that is family, work group/team, organization, or society and will invest effort in work as a means of benefiting the collective. Romanian employees will tend to have long tenures with their employers and will have high levels of continuance commitment (the intention to remain with the organization) (Allen & Meyer, 1990). Communication in a collectivist society tends to be more personal and relational than in individualistic societies (Gudykunst, Yoon, & Nishida, 1987), therefore expatriate managers from individualistic countries should plan on communicating with in-group members in a more personal manner when working in Romania. However, Gudyjunst, Yoon, and Nishida’s res earch showed that communication with collectivist out-group members did not require as much personalization as with the in-group. The difference in communication with in-group compared to out-group mirrors individualistic societies but the amount of personalization for collectivistic in-groups is significantly higher than for individualistic societies. Honor and shame take on different levels of importance between collectivist and individualist societies. Honor can be gained or lost by one’s actions, thus c ollectivists will careful consider how they respond to someone in order to maintain or increase their honor in the eyes of other members of the collective (Crook, 2009). Collectivists will strive to avoid offending someone since the offence may lead to shame and, thus, may humiliate the collective group (Crook, 2009). Whereas, in individualistic societies individuals are less concerned about offending someone else and do not equate an offence with shame. According to Fischer, Manstead, and Mosquera (1999) people in individualistic societies rely more on their own self-respect than on social/group reputation. Fischer, Manstead, and Mosquera (1999) posit that the interpretation of emotions in collectivist societies is based on the group’s cultural understandi ng of emotions, but in individualistic societies emotions are understood based on the individual’s interpretation. This is to say that in collectivist societies it may be inappropriate to show anger as this may cause shame but in individualistic societies it is the individual that decides if anger is shown and the individual is not as concerned about the impact on the group. Thus, the understanding and use of emotional intelligence (Bar-On, 2004) changes when moving from a collectivist culture to an individualist culture and vice versa. ,1',9,'8$/,60 &2//(&7,9,60 ,03$&76 &223(5$7,21 This section examines how individualism/collectivism impacts cooperation through the managers understanding of motivation, loyalty, communication, honor/shame, and emotions. Wagner (1995) posited that collectivists cooperate more than do individualists, which is logical given that collectivists are more interested in the group than self. However, in this section we will present how the expatriate manager can use knowledge of individualism/collectivism to increase group cooperation. 0RWLYDWLRQ Since collectivists are motivated more by helping achieve the greatest good for the group compared to individualists seeking to gain the greatest good for self, expatriate managers working in Romania must consider what is beneficial to the group and appeal to the