A Comparison of Japanese, Korean and American Managerial Decision Styles:

Boulgarides, James D.; Oh, Moonsong David

doi:10.1108/eb053565

Cited by 9 publications

(4 citation statements)

References 3 publications

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“…For example, whereas promotion in U.S. companies is based primarily on merit and performance, in Japanese companies it is based on seniority and loyalty to the organization (Adler, 1995). In Japan the focus is on consensus building through a lengthy process of organization-wide employee participation (Boulgarides & Oh, 1985), whereas in the West, decision making tends to be a more specialized activity conducted by those directly responsible for the decision. wise, the decision-making practices used in Japanese firms (e.g., ringi) are different from those used in Western companies.…”

Section: Social Contextmentioning

confidence: 99%

Transnational Transfer of Strategic Organizational Practices: A Contextual Perspective

Kostova¹

1999

The Academy of Management Review

710

403

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JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org.. Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Review. Van de Ven, the Special Issue Editors, and the reviewers of AMR for their invaluable help. I am also grateful to the late Larry L. Cummings for his support and supervision.1 All examples in this paragraph come from interviews I conducted with foreign subsidiary managers of large U.S.MNCs that have been involved in transfers of practices from the parent company to the subsidiaries.

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Section: Social Contextmentioning

confidence: 99%

Transnational Transfer of Strategic Organizational Practices: A Contextual Perspective

Kostova¹

1999

The Academy of Management Review

710

403

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“…In other words, Asian managers have long been under the influence of a variety of national as well as corporate cultures when they come to work in the office: European, American, Japanese and their own indigenous cultures (Wakabayashi and Chen 1998;Boulgardes and Oh 1985). If Asian managers could adapt themselves well and practice critical managerial skills effectively on their managerial responsibilities in working within these culturally heterogeneous organizations, they would be able to develop themselves as future leaders of business Asia as they would get to know Asia and its business best.…”

Section: Introductionmentioning

confidence: 99%

Cross-cultural Managerial Skill Practices: Filipino and Chinese Managers under Japanese-style Management

Wakabayashi

Kondo

Chen³

2001

Global Business Review

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For the purpose of identifying managerial skills needed for Asian managers and examining the impact of culture on the process of managerial skill practices, a series of in-depth interviews were designed with Fili pino and Chinese managers working for Japanese joint venture corporations in the Philippines and China respectively. The interview study was designed for understanding what managerial skills are practised and needed most by foreign managers and what are the influences of Japanese corporate culture on Asian manag ers' skill practices in Japanese overseas affiliates. Interview results indicated that managers tend to report a mix of critical skills which are common across all managers but with differences in emphasis and priority depending on their position levels and managerial functions. Also, the importance of cross-cultural negotia tion was stressed as a condition for smooth managerial skill practices. Particularly, the content of a manage rial skill (a decision-making skill, for example) was found to be adjusted when implemented in culturally different business contexts: in Japan, the Philippines and China. Differences in cultural and market situa tions, and the level of industrialization were discussed as factors influencing managerial skill practices in Asian countries.

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“…Thus, they have related masculinity with task-oriented leadership style and femininity with relationship-oriented leadership style. These relationships have been empirically supported.Decision style also has been studied by many researchers [24][25][26][27]. Four decision styles are defined by Rowe and Mason[26], with varying characteristics:…”

mentioning

confidence: 99%

“…Decision style also has been studied by many researchers [24][25][26][27]. Four decision styles are defined by Rowe and Mason[26], with varying characteristics:…”

mentioning

confidence: 99%

Gender role, decision style and leadership style

Park

1996

Women in Management Review

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In their 1987 review of the field of organizational behaviour, House and Singh[1] put much emphasis on the importance of leadership and decision making in organizational study. Heller[2] and Janis[3] also emphasized an integration between two normally disparate topics in our attempts to understand micro-and macro-organizational issues.Other researchers have continued their attempts to explain better the nature of leadership and/or decision making as well as their relationships with other factors. Studies on the relationship between gender role and leadership style, or between decision style and leadership style have reflected this trend [4][5][6][7][8][9][10][11][12][13].Leader behaviour (i.e. leadership style) is often conceptualized as consisting of two independent dimensions: initiating structure and consideration [14,15]; task behaviour and relationship behaviour [16]; concern for production and concern for people [17]. According to Hersey and Blanchard[17], two dimensions of leader behaviour are defined as follows: task dimension includes goal setting, organizing, setting time lines, directing and controlling. By contrast, the relationship dimension includes giving support, communicating, facilitating interactions, active listening and providing feedback.In recent years, gender role (i.e. sex-role identity) has been studied by many researchers [6,[18][19][20]. According to Bem[18], the two dimensions of gender role are defined as follows. Masculinity includes being aggressive, independent, objective, logical, rational, analytical and decisive (i.e. the reverse of the femininity). By contrast, femininity includes being emotional, sensitive, expressive, cooperative, intuitive, warm and a tactful nature (i.e. the reverse of the masculinity).Many researchers have attempted to find the relationship between gender role and leadership style [5,10,[21][22][23]. They assumed that gender role is an important personality trait that influences leadership style. Thus, they have related masculinity with task-oriented leadership style and femininity with relationship-oriented leadership style. These relationships have been empirically supported.Decision style also has been studied by many researchers [24][25][26][27]. Four decision styles are defined by Rowe and Mason[26], with varying characteristics:

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A Comparison of Japanese, Korean and American Managerial Decision Styles:

Cited by 9 publications

References 3 publications

Transnational Transfer of Strategic Organizational Practices: A Contextual Perspective

Transnational Transfer of Strategic Organizational Practices: A Contextual Perspective

Cross-cultural Managerial Skill Practices: Filipino and Chinese Managers under Japanese-style Management

Gender role, decision style and leadership style

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