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

Abstract

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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