Cognition as an Aspect of Culture and Its Relation to Management Processes: An Exploratory View of the Chinese Case

Abstract

BY lntrodw fion MODELS used in the cross-cultural study of organizations, and of managerial styles and processes, have tended to ignore the aspect of culture which is covered by the term 'cognition'. Schollhammer's survey of approaches to comparative management indicated a tendency for research to have concentrated on socio-economic variables, or on managerial attitudes.' Weinshall's recently edited collection of works on the linkage of culture and management, for all its strengths, contains no reference to cognition.2 Robert's survey of cross-cultural management research indicated the relevance of work on meanings, communication, and perception, but did not refer to any work dealing with cognition per Je.3 In the psychological literature dealing with cognition, the problem of cultural modification of the cognitive processes has still not been dealt with adequately and Cole and Scribner have noted thatAs yet there is no general theory or conceptual framework in psychology that would generate specific hypotheses about how culturally patterned experiences influence the development of cognitive processes in the individual?At the same time, there is general agreement about the importance of the subjective environment for influencing organizational behaviour and on the need for the analysis of organizations eventually to come to terms with its subject matter at the individual level of analysis. Silverman> in arguing that the special role of the sociologist is to understand the subjective logic of social situations, has pointed to five issues of continuing importance for research in comparative management, namely:

Configuration of value system on rural entrepreneurs, at Tasikmalaya West Java Indonesia

“…It was different with social values of Chinese entrepreneurs, social relationships pattern for them namely guanxi, it is a social relationship pattern that fostered for the benefit of commerce and become an instrument for the advancement of the business (Mohapatra et al, 2007). In traditional Chinese culture emphasizes the interpersonal relationships that provide benefits to commercial, there similar among Chinese or with non-Chinese people (Mohapatra et al, 2007;Redding, 1980). Economic value in the form of small entrepreneurs' commerce activity at Tasikmalaya is in utilizing various raw materials that available in nature around to be something valuable goodies.…”

“…Lack of objective and logical thinking make someone not incite to work hard. In this relation, authorization and power are from supernatural power, so successfully not determine by hard work, this believe make anyone eager to hard work to achieve his glory (Redding, 1980, Ravrisond Baswir, 2000.…”

The principle of congruity in the analysis of international business cooperation

“…Furthermore, a number of potential sources of conflict have been identified by looking at cross-cultural business interactions as well as through comparisons across cultures. Such sources of conflict range from differences on culturally-derived or culturally-embedded values (Chen, Mannix, & Okumura, 2003;Molinsky, 2007;Tinsley & Pillutla, 1998;Tinsley, 2001) and business practices or negotiation approaches (Adler, Brahm, & Graham, 1992;Graham, 1985;Liu, Friedman, & Hong, 2012), to cognitive styles (Abramson, Lane, Nagai, & Takagi, 1993;Adler, Doktor, & Redding, 1986;Redding, 1980) and interaction behaviors (Adair, Weingart, & Brett, 2007;Adler et al, 1992;Lee et al, 2006;Liu, Chua, & Stahl, 2010). …”

Comparative work values among future managers in China and the USA

“…For example, Ralston and Gustafson (1993) identified a slightly different list of Chinese managerial values that distinguish Chinese managers from their Western counterparts: Confucian work dynamism, human-heartedness, integration, and moral discipline. Nepotism and paternalism also dominate the leadership orientation of most Chinese managers (Bond and Kwang-Hu, 1986;Redding, 1980). Many Chinese businesses are family-oriented, with an organisational structure and behavioural patterns that typically resemble a family model (Wah, 2001).…”