Asian and American CEOs: A comparative study

Doktor, Robert

doi:10.1016/0090-2616(90)90063-u

Cited by 45 publications

(24 citation statements)

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“…A critique of Hofstede's paradigm may be found elsewhere (Westwood/Everett 1987, Sondergaard 1994, Cheung 2001. Not only has Hofstede's work been widely cited, with some 1,036 quotations in the Social Science Citation Index (SSCI) between 1980-1993 alone (Sondergaard 1994), but it has been applied extensively to the study of cultural differences in a variety areas, including accounting (Gray 1988), sales and marketing (Murphy 1999), decision-making (Vitell et al 1993), strategy formulation (Schneider 1989), leadership styles (Adler 1997, Doktor 1990, budgeting (Ueno/Sakaran 1992), conflict resolution (Adler 1997, Tse et al 1994, innovation (Shane 1995), and motivation in the workplace (Hofstede 1980b). Several recent studies underscore its lasting appeal and relevance today (Husted 2005, Javidan/Carl 2005, Shin 2004, West/Graham 2004.…”

Section: Culture Reward and The Individualmentioning

confidence: 99%

An empirical examination of reward preferences within and across national settings

Chiang

Birtch

2006

MANAGE. INT. REV.

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and Key Results■ The present study empirically investigates employee reward preferences in the cross-national context using a sample drawn from 60 companies in two culturally distinct countries, Finland and China (Hong Kong).■ The results underscore the benefits of adopting a total reward management approach which includes a mix of financial and non-financial rewards.■ We found that a fuller appreciation of reward preferences entails consideration of employee characteristics and other contextual factors beyond culture.

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Section: Culture Reward and The Individualmentioning

confidence: 99%

An empirical examination of reward preferences within and across national settings

Chiang

Birtch

2006

MANAGE. INT. REV.

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“…Elaborate network of relationships are found in many Asian cultures based upon the principle of reciprocity (Stewart & Chong, 1991;Lockett, 1988). Empirical evidence shows that Japanese and Korean managers spend more time performing communication activities than American managers (Doktor, 1990). External networking activities serve different purposes for Asian managers compared to American managers.…”

Section: Networkingmentioning

confidence: 99%

“…Japanese CEOs are known for their intuitive strategic behavior and systems thinking, seeking out interrelationships of all elements in the environments, whereas American CEOs tend to look for sequential chain of connections between events and possible outcomes (Doktor, 1990). Managers in polychronic cultures are likely to engage in more emergent strategic behaviors than deliberate.…”

Section: Planning Behaviorsmentioning

confidence: 99%

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A Conceptual Framework for Aligning Managerial Behaviors With Cultural Work Values

James¹,

College²

1997

International Journal of Commerce and Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Attempts to transfer Western management theories without considering the host's cultural value system is a prescription for failure. While conceptual frameworks for understanding cultural differences exist, such as the ones developed by Hofstede and Hall, we know little about which managerial practices are relevant in what cultural settings. Adopting the view that the effectiveness of different management behaviors depends on the culture in which they are practiced, this paper develops various propositions that match specific managerial behaviors with cultural work values. The matching of managerial behaviors with cultural values has a wide range of applications in overseas selection decisions and training programs.

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“…The culturalist argument seem to influence cross-national comparisons in other disciplines (Doktor, 1990;Clark, 1990 in marketing, for instance).…”

Section: Cultural Interpretation Of Japanese Industrial Relationsmentioning

confidence: 99%

Industrial Relations in Japan

Chalmers¹

2006

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Asian and American CEOs: A comparative study

Cited by 45 publications

References 0 publications

An empirical examination of reward preferences within and across national settings

An empirical examination of reward preferences within and across national settings

A Conceptual Framework for Aligning Managerial Behaviors With Cultural Work Values

Industrial Relations in Japan

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