American and Chinese Managers in U.S. Companies in Taiwan: A Comparison

Chang, S. K.

doi:10.2307/41165161

Cited by 29 publications

(13 citation statements)

References 8 publications

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“…As a result, multinational firms are concerned with the fit between their management practices, or more broadly, their organizational cultures, and the cultural values of their employees in different nations (Bartlett and Ghoshal, 1989: Birnberg and Snodgrass, 1988: Chang, 1985Child, 1981;Hofstede, 1983Steers, 1989: Yang, 1984. This issue is becoming important for accounting firms.…”

Section: Introduction and Overviewmentioning

confidence: 98%

The Interaction Between National Culture and Organizational Culture in Accounting Firms: Some Evidence from the Pacific Rim

Chow

Hwang

1995

Asia-Pacific Journal of Accounting

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In the current era of rapid globalization, accounting finns are increasingly expanding their international operations. As a result, an increasingly important issue is the extent to which the home-country organizational cultures can, and should be, transplanted to the operations in other national settings. Prior studies by Soeters and Schreuder ( 1988) and Pratt, Mohrweis and Beaulieu ( 1993) have examined the relation between accounting finns' home-country organizational cultures and those of the foreign countries in which they operate. Both studies have found that the home-country organizational cultures are exported, at least to some extent. Both also have suggested that employee selection is more potent than training and socialization as a means to accomplish this objective.The current study extends the empirical analysis to an important Asian culture--the ChiP'"·~· Data were collected from a !'ample of 201 ethnically Chinese employeefo ,)[independent domestic accoun .. ng tlnns and U.S. affiliates operating in Taiwan. The results are consistent with U.S. affiliates having organizational cultures which differ from those of the local Taiwanese firms in the direction of those of their U.S. parents. This finding suggests that U.S. accounting firms have found it desirable and feasible to transplant their organizational cultures that differ from the national culture of the foreign populace at large.

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Section: Introduction and Overviewmentioning

confidence: 98%

The Interaction Between National Culture and Organizational Culture in Accounting Firms: Some Evidence from the Pacific Rim

Chow

Hwang

1995

Asia-Pacific Journal of Accounting

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“…Finally, Church criticizes the fact that culture shock -a within-individual longitudinal process -was studied cross-sectionally (see also Black and Mendenhall, 1991;Furnham and Bochner, 1986). Anderson (1994) is equally critical of cultural shock, claiming that it is a vague term, a catch-all phrase for a wide range of different reactions to a host of different circumstances (see Chang, 1985).…”

Section: Culture Shockmentioning

confidence: 99%

Ticket to the Tribes: culture shock and the ‘exotic’ in intercultural reality television

Kuppens

Mast

2012

Media, Culture & Society

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In the past decade, there has been an abundance of representations of the cultural Other or the 'exotic' in popular factual television, often in the form of an arranged intercultural encounter. The present article elaborates a case study of a particularly meaningful instance of such highly debated 'intercultural reality programmes': the format Ticket to the Tribes, which has 'ordinary' Flemish families immerse themselves in the culture and lifestyle of so-called 'primitive' tribes. Based on an interpretive formalthematic analysis of three seasons of Ticket to the Tribes and in-depth interviews with a senior production member and two Flemish participants of the programme, we argue that Ticket to the Tribes is premised on the concept of culture shock, and that this informs the exoticization and exoticism the programme radiates. We conclude that the relationship between culture shock, exoticization and exoticism explains intercultural reality television's proliferation as a contemporary vehicle for exoticist representations.

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“…Review of the current literature on expatriate managers reveals that most studies concentrate on selection, training, and evaluation of MNC policies (Baliga and Baker, 1985; Chang, 1985; Mendenhall, Dunbar, and Oddou, 1987; Pazy and Zeira, 1983) or cultural differences between home country and host country environments (Savery and Swain, 1985; Zeira and Banai, 19851, or adaptation of expatriate managers to local culture (Lee and Larwood, 1983; Mendenhall and Oddou, 1985). Most of these studies looked at expatriate manager assignments from the MNC viewpoint (Black and Oddou, 1991).…”

Section: Review Of the Literaturementioning

confidence: 99%

American and European expatriate managers: An empirical investigation

Culpan

1993

The Int. Exec.

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This article compares American and European expatriate managers' backgrounds, job satisfaction, and perception of local work and cultural environment in "brkey in reference to their adaptation to the host country and their job performance. It reports that the sample managers demonstrate differences in all these dimensions. Therefore multinational companies are recommended to develop human resources policies in choosing expatriate managers most likely to adapt to work and host country environments by paying attention to managerial qualifications and local conditions. They should also train and prepare both expatriate and local managers to ensure smooth relationships between two groups. 8

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American and Chinese Managers in U.S. Companies in Taiwan: A Comparison

Cited by 29 publications

References 8 publications

The Interaction Between National Culture and Organizational Culture in Accounting Firms: Some Evidence from the Pacific Rim

The Interaction Between National Culture and Organizational Culture in Accounting Firms: Some Evidence from the Pacific Rim

Ticket to the Tribes: culture shock and the ‘exotic’ in intercultural reality television

American and European expatriate managers: An empirical investigation

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