Proceedings of 11th International Business and Social Science Research Conference
8 - 9 January, 2015, Crowne Plaza Hotel, Dubai, UAE. ISBN: 978-1-922069-70-2
Grit and Superior Work Performance in an Asian Context
Manuel J. De Vera, Jacinto C. Gavino, Jr. and Edwin J. Portugal
This paper extends prior research on the concept of grit and how it is related with
work performance. Do employees with high grit levels demonstrate superior
performance? The research is a two-phased, mixed-method process exploring
possible contributors to grit in a non-Western context. The link between grit
dimensions and superior work performance was muted. However, dimensions like
personal motivation, challenges, and social support system emerged as important
conceptualizations of grit in an Asian setting Findings present potential future
research direction to re-examine the Western conceptualization of grit and its
relationship with success in the workplace.
Fields of Research: Human Resource Management, Organizational Behavior
1. Introduction
Recent years have seen a heightened interest on grit as predictor for success. Duckworth
et al. (2007) define grit as “perseverance and passion for long-term goals”, and they posit
that these variables contribute to success in individuals.
Past research on understanding core traits of successful individuals has been explored
(Dweck, 2007; Duckworth et al., 2007; Borghans et al., 2008; Ferguson, Hitt, and Tambe,
2014). In economics, management, and psychology, research has explored cognitive
ability and personality traits as “powerful predictor of economic outcomes” (Borghans et
al., 2008). Success is not based on a single unit of analysis; constituent characteristics,
traits, and dimensions vary and could constitute a unified construct.
Studies on success in careers point to a combination of innate natural talent and effort.
Duckworth et al. (2012) emphasize that being successful and thriving “can be defined
either objectively or subjectively. Objective success entails doing well according to some
common metric uniformly applied to all individuals in a society, whereas subjective
success concerns an individual‟s personal assessment of his or her life situation”.
Organizations use many measures of success, and this research explores how to
segregate, if possible, the traits that could be pursued by individuals deliberately that could
lead to success. Currently, grit could be considered as a predictor of workplace success
(Duckworth, et al., 2007; Duckworth and Quinn, 2009; Ivcevic and Brackett, 2014;
Robertson-Kraft, 2014; Von Culin, Tsukayama, and Duckworth, 2014).
Grit is a compound concept of two well-studied drivers of achievement: passion and
perseverance (Duckworth et al., 2007; Duckworth and Quinn, 2009; Robertson-Kraft and
Duckworth, 2014). The context of success and high achievement in Duckworth et al‟s
(2007) research has a long time frame. The nuances of the construct grit presents a
complicated arena. Scholars have related grit with factors like “attachment style” (Levy and
Steele, 2011), “emotional intelligence (Salvatore et al., 2014), “emotion regulation ability”

Prof. Manuel J. De Vera, Asian Institute of Management, Philippines, Email : MDeVera@aim.edu
Prof. Jacinto C. Gavino, Jr., DPA, Asian Institute of Management, Philippines, Email : JGavino@aim.edu


Prof. Edwin Portugal, Ph. D., State University of New York, Potsdam, U.S.A.
Email : dredportugal@gmail.com
Proceedings of 11th International Business and Social Science Research Conference
8 - 9 January, 2015, Crowne Plaza Hotel, Dubai, UAE. ISBN: 978-1-922069-70-2
(Ivcevic and Bracketty, 2014), “gratitude” (Kleiman et al., 2013), “hardiness” (Salvatore et
al., 2012)”, “well-being” (Salles, Cohen and Mueller, 2014). There are also continuing
analysis of the relationship between grit and passion and perseverance (Robertson-Kraft
and Duckworth, 2014; Von Culin, Tsukayama and Duckworth, 2014).
Grit has been extensively studied in various educational contexts and its role in academic
success (Duckworth et al., 2011; Tough, 2013, Cross, 2014; Ivcevic and Brackett, 2014).
There still needs to be more research on grit in the workplace – a non-educational setting
(Burkhart et al., 2014). The contribution of grit to superior performance in the workplace
has not been researched and research on grit in cross-cultural contexts remains to be
explored.
2. Literature Review
Dweck (2007) observed that, in terms of attitude towards one‟s own qualities, people could
either have a fixed mindset (belief that one‟s qualities are inborn and fixed) or a growth
mindset (one can improve over time). Successful people have a growth mindset and they
never stop exploring and improving.
Duckworth et al (2007: 1100), state that,
“There are other variables known to predict achievement such as selfefficacy (Bandura, 1977), optimistic explanatory style (Seligman &
Schulman, 1986) and locus of control (Rotter, 1986). Further research on
these were recommended and they proceed saying that, “One possibility
is that the propensity to pursue long-term goals may be determined in part
by beliefs about one‟s capabilities, attributions of positive and negative
events, and beliefs about the relative influence of external causes.
However, it is also possible that the effects of these other variables on
performance are mediated by some other mechanism and that grit is a
mere epiphenomenon. More generally, further research is needed to
elucidate the specific processes or behaviours set in motion by grit and
other variables associated with achievement.”
Passion and perseverance in attaining long-term goals are essential elements of grit
(Duckworth et al., 2007; Duckworth and Quinn, 2009; Robertson-Kraft and Duckworth,
2014). Individuals with high levels of grit may exhibit a drive stronger than the average
person. For high achievers, the extra push that passion and flow provide are essential, no
matter what field one may choose to specialize in. Positive affect results from performance
of a task especially when accompanied by passion, flow, or a “high” in short bursts.
However, it takes more will to persevere and persist when faced with great odds.
Passion and perseverance could be explored in leadership formation and capacity building
in an Asian setting. The authors are interested in exploring the internal and external
influences of motivation, perseverance, and resilience to grit and workplace high
performance.
Literature relates grit to factors like passion and persistence (Scarnati,1998), goal
commitment, expectancy and motivational force (Klein et al., 1999), persistence and
success (Stewart, 2001), leadership behaviour and subordinates‟ resilience (Harland et al,
2004), reform and resilience (Giniat and Farell, 2010), resilience in times of crisis (Fleming,
Proceedings of 11th International Business and Social Science Research Conference
8 - 9 January, 2015, Crowne Plaza Hotel, Dubai, UAE. ISBN: 978-1-922069-70-2
2012), perseverance strategies of enterprising individuals (Marco, 2012), personal
resilience as gateway to organizational progress (Donovan, 2013), resilience and
delegation (Helwig, 2013), as well as resilience and managing purpose (Spake and
Thomson, 2013).
Additional literature relates grit to perseverance and patience (Belchak; 2006; Ameri,
2010; Baumann, 2010; Zolli and Healy, 2012; Churchill, 2013, Comer and Sekera).
Belchack (2006) relates sale perseverance and directed task concentration to closing
sales. Ameri (2010) looks into patience and perseverance in relation to innovation.
Baumann (2010) alludes to perseverance and patience in the process of searching for
solutions and repeated failing. Churchill (2013) paired resilience and research as the
secrets to success. And, Comer and Sekerka (2014) stress the need for patience in
organizations as well.
Career success is a primary goal and a major source of fulfilment for many. Hogan (2013)
explains that grittier individuals tend to work harder and longer than others and are more
likely to engage in deliberate efforts to improve their performance. In addition to having
grit, individuals with a growth mindset tend to outperform those with a fixed mindset, and
are also far less likely to get frustrated when things become challenging. This is consistent
with earlier literature on growth mindset (Duckworth et al., 2007; Dweck, 2007) and its
relationship with grit.
Among sales people, the same principles may apply. Belchak (2006) pointed out that
coping strategies for challenging situations include sale perseverance, task concentration
and adaptive selling with a problem-solving approach. He suggested that more practice,
more knowledge, and developing more social skills increase one's sense of control over
difficult situations and increases self-confidence thus reducing anxiety and its physiological
manifestations.
The above studies suggest that successful individuals including sales people, who are
presumably self-driven, self-efficacious, and self-empowered, manage a variety of social,
cognitive, motivational and emotional activities in a sustained manner. They must be
passionately engaged in pursuing their long-term goals. Marketing and sales support staff
are expected to produce sales and profits, and attaining results is crucial to career
success.
Grit and becoming more aware on how it is informed, formed, and performed could lead to
workers success in the workplace. By looking deeper into specific measures of
performance and their relationship with grit, one could get a better understanding of a
more nuanced conceptualization of grit in the workplace in an Asian corporate setting.
3. Methodology
A multi-phase, mixed-method research approach was employed. The first phase is an
initial exploration of factors contributing to grit and a preliminary conceptualization of grit
from a non-Western perspective. It employed retrospective critical incident technique
(Hetllage and Steinlin, 2006; Otnes et al, 2006). Otnes et al (2006: 396) stress that this
technique is “appropriate when informants can easily recall salient incidents that have
taken place in the past”. In-depth interviews of 25 randomly selected graduate students of
management in an Asian graduate school institution were conducted. Respondents were
Proceedings of 11th International Business and Social Science Research Conference
8 - 9 January, 2015, Crowne Plaza Hotel, Dubai, UAE. ISBN: 978-1-922069-70-2
of different ages and nationalities. A key finding was that social support was a major
contributor to passion and perseverance in attaining personal and work goals.
The next phase of the research was an empirical examination of the relationship of grit to
superior work performance. The target population comprised of 408 medical sales
representatives of a global pharmaceutical company subsidiary in the Philippines. There
was a 49% response rate to the questionnaire. A survey was developed based on
Duckworth et al. (2007) Grit Scale. Building on the results of the first phase, two items
were added that focused on social support system as contributors to grit. The instrument
closed with “What leads you to perform better to reach your work goals?” A bivariate
analysis of grit, vis-à-vis the objective measures established by the multinational
pharmaceutical company, was conducted. Performance metrics like appointment-based
calls, call concentration, call rate performance, FCT days, HCP reach, and sales
performance were used based on company records. Respondents were considered “high
performers” based on high ratings on the above metrics.
4. Findings
The authors initially expressed that an adequate treatment of the implications for work
performance raised by grit requires much more attention to specific contexts. Results of
the two-phased study show a more grounded conceptualization of grit in non-Western
context. Findings of the study are discussed below: Phase 1 - ”Towards an Initial
Exploration of Grit in a Non-Western Context” and Phase 2 - “Grit and Work Performance.”
Towards an Initial Exploration of Grit in a Non-Western Context
In phase 1 of the research, subjects responded that grit is “long-term”, one that
emphasizes steadfastness, and perseverance. Grit was associated with the “ability to
continue”, “commitment to growth”, “consistency”, “determination”, “drive to succeed”,
“firmness”, “passion to excel”, “and personal commitment”. The results, showed support for
Duckworth‟s definition of Grit (Duckworth et al, 2007).
The majority of respondents agreed with Duckworth that intelligence and IQ are not
significant predictors of success.
Research subjects reported that internal factors pushed them to “work harder in order to
compensate for a lack of sheer talent or innate ability”. Several, who stated that they
persevered despite adversity, had a mindset to push to “get through it”, “do more” and “be
better”. A strong sense of responsibility and leadership came to light. Literature
underscores that talent, intelligence, and IQ are not significant predictors of success
(Duckworth and Seligman, 2005; Dweck, 2007). In fact, study participants admitted with a
certain sense of humility that they are not intelligent or that they do not have the requisite
expertise to thrive in the respective fields that they have chosen. They were able to build
on their mistakes and transcend their deficiencies. Several respondents said that it could
be true that individuals were born in a certain way to succeed, but they believe that any
individual in any type of organization can learn new competencies, hone skills, and even
develop grit to succeed.
All the respondents reported that grit is demonstrated in the face of adversity. With grit, a
person “keeps trying no matter how hard it gets, even when – or especially when – he or
Proceedings of 11th International Business and Social Science Research Conference
8 - 9 January, 2015, Crowne Plaza Hotel, Dubai, UAE. ISBN: 978-1-922069-70-2
she faces failure, hardship, pain, exhaustion, fear, ridicule, or opposition. A gritty person
realizes that bad times and setbacks are only temporary” (Siddoway, 2014: 9). It is
common for individuals starting a new venture or opening new projects to establish several
goals and objectives with lots of motivation for achieving them, but then fall short.
The respondents were able to recall low and high points in their personal and professional
lives where they encountered adversity, adjusted, persevered, continued, and then thrived.
Some recall experiences with their superiors, others with their siblings, while others point
out to issues with their chosen field, as well as clients. One respondent recalled, while he
was working for a non-government organization, that despite geographical and financial
constraints, he was able to steer the organization towards challenges to build a school to
meet the needs of marginalized students.
First phase findings support the contention that grit “is overcoming challenges and trials to
achieve a goal... this character trait that makes it possible for an individual to stick to a
task no matter how daunting the challenge or how high the obstacles that stand in the way
(Siddoway, 2014: 9). The struggle to pull oneself through impediment or crisis, to deal on a
deeper level with personal shortcomings, and eventually strive continuously to overcome,
is the essence of grit. Researchers find grit as a hallmark of those who thrive and build
long-term outcomes (Duckworth, et al., 2007; Duckworth and Quinn, 2009; Ivcevic and
Brackett, 2014; Robertson-Kraft, 2014; Von Culin, Tsukayama, and Duckworth, 2014).
Results also revealed external and internal drivers of motivation, which is highly divergent
from the individualist-orientation of grit as a Western construct. A key difference between
the general conceptualization of grit in non-Western contexts seems to be the latter‟s
strong reliance on external support systems. This support system is not limited to intimate
ties (i.e., family, friends, “significant others”) but also involves others like superiors and coworkers. This points to “support of peer, family, or another important adult” (Everall et al.,
2006); hence, emphasizing “cultures of relatedness” (Carsten, 2000; Aguilar, 2011).
Research shows that these external support systems or relationships "enable us to not
only cope with stress or adversity, but also to learn, grow, explore, achieve goals, cultivate
new talents, and find purpose and meaning in life” (Feeney and Collins, 2014).
It is worth nothing that some responses emphasized spirituality, indicating the importance
of faith and belief in God or Higher Being in non-Western contexts. The multidimensional
nature of social support, applied within specific situations, becomes clearer. Transcending
grit dimensions highlighting individual and passionate commitment to one‟s goals, data
reveal that faith, spirituality, and values as important drivers of success.
Grit and Work Performance
This section presents the second phase of the study, looking into the relationship between
grit and superior work performance in a corporate setting. Medical sales representatives
are perceived as working in a highly challenging and competitive work environment,
consequently, phase two of the research set out to explore grit and superior work
performance in this corporate setting.
Proceedings of 11th International Business and Social Science Research Conference
8 - 9 January, 2015, Crowne Plaza Hotel, Dubai, UAE. ISBN: 978-1-922069-70-2
High Performers and Grit
A majority of the respondents are considered high performers based on the ratings in the
different performance metrics provided by the multinational company.
VARIABLES
Appointment
Based Calls
Table 1.0 Correlation Matrix of Grit and Performance Metrics
Appointm
ent
Call
Call Rate
Sales
Based
Concentr Performa
FCT
HCP
Performa
Calls
ation
nce
Days
Reach
nce
Grit
1.000
0.724
0.042
0.107
0.779
-0.032
-0.083
Call Concentration
Call Rate
Performance
0.724
1.000
0.071
0.246
0.892
-0.025
-0.028
0.042
0.071
1.000
-0.080
-0.161
0.139
-0.031
FCT Days
0.107
0.246
0.071
1.000
0.286
-0.027
0.022
HCP Reach
Sales
Performance
0.779
0.892
-0.161
0.286
1.000
-0.088
-0.035
-0.032
-0.025
0.139
-0.027
-0.088
1.000
-0.004
Grit
-0.083
-0.028
-0.031
0.022
-0.035
-0.004
1.000
Source: AIM-Grit Survey 1 (2014)
The correlations among performance metrics of the multinational pharmaceutical company
were not fully established. Some metrics show high positive correlation. For example,
Appointment-Based Calls show high positive relationship with Call Concentration (r=0.724,
p<.05) and HCP Reach (r=.779, p<.05), while Call Concentration shows high correlation
with HCP Reach (r=.892, p<.05). It was a surprise to the researchers that there is a nonsignificant correlation between the performance metrics and grit. This may be explained by
different factors.
First, the nature of the sample (high performers) and the Grit Questionnaire – being a selfreported instrument – may have introduced a social desirability bias (Miller, 2012;
Krumpal, 2013). As medical sales representatives, who were identified as high performers,
there is a tendency for them to maintain good reputation. Densten and Sarros (2012: 342)
elucidate: “the importance of impression management as influential context factors”. This
also points to cultural dimensions of being non-Western, highlighting the respondents‟
predilection to conform to social norms of the organization and how they use a repertoire
of interpersonal behaviors consistent with social expectations.
Second, sales medical representatives‟ performance metrics may not be in line with the
long-term nature of grit, as it is expected that their work should have immediate results.
Passion and perseverance in attaining long-term goals emerge as essential elements of
grit (Duckworth et al., 2007; Duckworth and Quinn, 2009; Robertson-Kraft and Duckworth,
2014). Literature highlights the longevity of grit as a construct. Work performance of the
medical sales representatives can never be long-term, as their work outcomes should
translate to immediate results given that sales have direct effect on the company‟s bottom
line. Individuals with high levels of grit may exhibit stronger personal drive than the
average person. For high achievers, the extra push that passion and flow provide are
essential in any field one may choose to specialize.
Proceedings of 11th International Business and Social Science Research Conference
8 - 9 January, 2015, Crowne Plaza Hotel, Dubai, UAE. ISBN: 978-1-922069-70-2
Pharmaceutical industry dynamics are different from other industries. Pharmaceutical
companies are primarily incentives-based (Business Insights, 2011). Respondents‟
performance may not be a factor of their grit but by the incentive system. The industry
does not only give commissions but other bonuses to foster high performance; this is welldocumented not only in the U.S. (Business Insights, 2011), where most multinational
pharmaceutical companies originate, but also in other areas in the world (Kishore et al.,
2013; Wiese and Coetze, 2013).
Drivers of High Performance
Responses disclosed drivers of high performance. Some underlying reasons are
consistent with the results of the initial phase of the study.
Incentives. Consistent with those who are involved in sales functions, as well as the
structure of the pharmaceutical industry, incentives lead workers to perform better to reach
their work goals. Respondents explain that salary is an important factor that leads them to
perform well; other responses reveal that monetary incentives like “performance” and
“sales quota” bonuses are considered important.
Grit-related constructs. Similar to findings of the phase 1 of the study, the responses
emphasize Duckworth‟s definition of grit as perseverance for long-term goals (Duckworth
et al, 2007). Data reveal that some of the study participants highlight responses like
“Perseverance”. “Passion”, “Persistence and remaining focused on my goals”, “SelfMotivation”, and “Vision of becoming an expert in the field”.
Social support. Most of the respondents highlight the importance of their family, while
some expressed the recognition and support of their colleagues as factors that sustain
them to perform better. Filipino support system is “not only embedded in the personal, but
also in the collective (family, friendship circles, other social networks) and in the spiritual or
religious (Perez, 2006: 52). This external support system in the form of family, friends,
colleagues, or mentors point out to non-Western sociality pointing towards a less intrinsic
conceptualization of grit.
Results reveal that spirituality also emerged as parcel of the personal support system.
Responses emphasizing the need for “prayers” and “relationship with God” show the
essence of Filipino spirituality as contributory factors towards superior work performance.
The support given by religion and beliefs may indeed be helpful to understand how
superior work performance is sustained in the medical sales representatives‟ competitive
work environment.
5. Summary and Conclusions
In summary, the research was an initial attempt to extend the grit construct to a nonWestern culture. The paper argues that by further contextualizing grit in an Asian context,
the results may indicate a more grounded response to the dynamics of personal and social
relations in Asia, as well as improving its form that has become prevalent in contemporary
non-Western context. The paper provides the opportunity to add to the conceptual
development of the grit as it was previously conceptualized by Duckworth, providing the
necessary learning that allows the deepening and refinement of grit‟s conceptual framing.
Proceedings of 11th International Business and Social Science Research Conference
8 - 9 January, 2015, Crowne Plaza Hotel, Dubai, UAE. ISBN: 978-1-922069-70-2
There are limitations to this research and hope for future research direction. Grit
dimensions discussed thus far in the literature are certainly not exhaustive. Moreover, with
the nature of research samples utilized, findings may not be applicable to other cases and
could not serve as bases for generalization. Future research may be done into the main
ideas that emerged from this research. Examining individual characteristics, organizational
accounts, as well as work performance and their corresponding relationship to grit, can
lead to refinement of the conceptualization of grit in a non-Western setting. Both studies
are exploratory in nature. The findings show important aspects to consider such as the
conceptualization of social support in Asia and its links to grit and success and superior
performance in a corporate setting.
The paper attempted to explore grit using original items from Duckworth‟s instrument. It is
the researchers‟ contention that further validating the initial instrument to develop a grit
scale in non-Western context that can be applied to different settings (i.e., research,
academic and institutional/organizational) is necessary. This would help in understanding
the heterogeneity of grit as a construct applied to specific contexts. There is a need for
more detailed investigation of these themes that would need a disaggregation of both
personal and organizational factors. A mixed-method, multi-sample and more triangulated
approach to measuring grit, vis-à-vis superior work performance, could be considered.
The paper has built on existing research on grit and has shown new ways of seeing grit in
a specific non-Western setting. The availability of potential research areas and the need
for new approaches – both conceptual and empirical – to study grit are important
considerations. It is the authors‟ hope that, as the discussion and studies on grit continue
and conceptualizations become clearer, the different dimensions of grit related to work
performance would provide a better understanding of the concept.
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