The Persistence of Culture as a Determinant of Differentiated Attitudes on the Part of American Managers of Japanese Ancestry

Kelley, Lane; Reeser, Clayton

doi:10.5465/255043

Cited by 9 publications

(6 citation statements)

References 7 publications

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“…The argument that exposure to Western ways of engaging in business will result in adoption of Western values suggests that the demands, opportunities, management/leadership styles of a technologically advancing society shape value systems that respond to industrialization rather than to indigenous cultural forces (Eisenstadt, 1973; Mouton and Blake, 1970; Pascale and Maguire, 1980). In contrast is the argument that culture is a sufficiently powerful force to ensure that managerial values will continue to remain different for businesses from different countries despite the impact of Western‐style industrialization (Abegglen, 1957; Cole, 1973; Evans, 1970; Kelley and Reeser, 1973; Lincoln et al , 1978). Organizations typically must consider, either directly or indirectly, the influence of foreign as well as domestic economic and socio‐political systems (Tung and Miller, 1990).…”

Section: Benchmarking and Organizational Culturementioning

confidence: 99%

“…The convergence approach proposes that managers in non‐industrialized nations will embrace the attitudes and behaviours common to managers in other industrialized nations despite cultural differences. In contrast, the divergence view purports that individuals will retain diverse, culturally based values despite any economic and social similarities among their nations (England and Lee, 1974; Kelley and Reeser, 1973). However, the anthropology roots of acculturation theory suggest a third alternative.…”

Section: Benchmarking and Organizational Culturementioning

confidence: 99%

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Benchmarking culture and performance in Chinese organizations

Garg

2005

Benchmarking: An International Journal

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PurposeTo show differences in organizational performance, management style and systems, resulting from cultural differences in three organizational types: foreign‐owned, joint ventures, and Chinese‐owned and operated.Design/methodology/approachA survey method was used to assess the management systems, leadership and styles within the cultural contexts of the three types of organizations using Hofstede's four cultural dimensions. Organizational performance was measured using balanced scorecard method and factors suggested by other authors. Performance measures were compared across the three types of organizations.FindingsForeign‐owned and operated companies performed significantly better than their joint venture (JV) and Chinese‐owned and operated organizations as measured by financial perspective, customer perspective, internal business perspective, innovation and learning perspective and technological assessment. There was clear evidence of benchmarking among Chinese‐owned and operated organizations, learning from JVs and FOOs.Research limitations/implicationsThis study used only managers who had a minimum of five years' experience. The study also did not entertain cross‐breeding management styles.Practical implicationsProvides useful information about benchmarking patterns being used by Chinese owned and operated organizations. As the blending of cultures in global organizations continues, learning organizations benchmark not only process technologies but also management systems, leadership and styles.Originality/valueThe paper clearly provides a direct comparison among the three types of organizations operating in the Chinese cultural context. The methodology used is a blend of different approaches to ensure comprehensive assessment of organizational culture and performance.

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Section: Benchmarking and Organizational Culturementioning

confidence: 99%

Section: Benchmarking and Organizational Culturementioning

confidence: 99%

Benchmarking culture and performance in Chinese organizations

Garg

2005

Benchmarking: An International Journal

View full text Add to dashboard Cite

show abstract

“…As such, values are widely researched, mostly in psychology, but also in management (see, for instance, England, 1967 andKelly &Reeser, 1973 for early work). There are many different definitions of values (Rohan, 2000).…”

Section: Valuesmentioning

confidence: 99%

Generational Shifts in Managerial Values and the Coming of a Global Business Culture

Hoorn¹

2013

SSRN Journal

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In a globalizing world, cross-national differences in values and business culture and understanding these differences become increasingly central to a range of managerial issues. Studies of cultural (dis)similarities in the values of managers (so-called managerial values) and the development of a unified, global business culture, however, have hardly developed beyond static, bi-country comparisons of managerial values. This paper addresses three recent critiques of the literature on cultural convergence. It develops a theory-driven empirical approach to the study of change in countries' business cultures that revolves around generational differences in managerial values and brings important advancement in our understanding of cross-national differences in managerial values and the dynamics therein. We use longitudinal data that cover 37,254 managers and are able, for the first time, to consider a sample of countries that is large and diverse enough to allow for credible international generalizations. Results show systematic generational shifts in managerial values towards a steady waning of cultural dissimilarities between managers. Interestingly, cultural convergence is not universal across values domains. Nevertheless, nationality is increasingly becoming a less relevant factor in managerial values. We now have strong empirical reason to move beyond thinking in simple country dichotomies when considering managerial values and business culture.

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“…Other research supports similar notions. For example, Kelley and Reeser (1973) found that Japanese cultural values are persistent, resisting changes in the environment. Byrne and Bradley (2007) found that national culture plays a pivotal role in a manager's leadership style, which varies widely among Irish, Finnish and Danish groups of managers.…”

Section: The Divergence Perspectivementioning

confidence: 99%

National culture and innovation capability: some observations concerning Chinese‐Americans

Wong

Everett²,

Nicholson³

2008

Management Research News

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PurposeThe purpose of this paper is to review the literature and discuss the relations between national culture, national subcultures and innovation based on three perspectives: divergence, convergence and crossvergence.Design/methodology/approachBased principally on previous studies in the “culture” and “culture and innovation” literature, this paper reviews two key sets of literature: first, the three perspectives of macro‐level cultural interaction are reviewed; second, the relationship between culture and innovation is reviewed. Hofstede's five dimensions of culture in the workplace are employed when discussing the impact of culture and innovation.FindingsThe outcome of the review suggests that the product of crossvergence (Chinese‐American culture in this case) has a high potential to be more innovative than one of the two interacting cultures (Chinese), but does not draw a conclusion regarding relative innovativeness between Chinese‐American and US culture. It is generally found that Western cultures tend to be more innovative than Eastern cultures.Research limitations/implicationsThis conceptual paper has implications for business strategy but does not present fresh empirical data to support its propositions.Practical implicationsIn today's highly competitive and highly complex global environment, innovation is a key success factor in organizations worldwide. The search for talented and innovative employees should not be limited to domestic sources alone. The talent pool of Chinese‐Americans and others from multicultural backgrounds should be tapped. Ethnocentric viewpoints are outdated.Originality/valueThe value of this paper is its exploration of the impacts of the crossvergence of cultures on innovation.

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The Persistence of Culture as a Determinant of Differentiated Attitudes on the Part of American Managers of Japanese Ancestry

Cited by 9 publications

References 7 publications

Benchmarking culture and performance in Chinese organizations

Benchmarking culture and performance in Chinese organizations

Generational Shifts in Managerial Values and the Coming of a Global Business Culture

National culture and innovation capability: some observations concerning Chinese‐Americans

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