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Communication apprehension and perceptions of salesperson performance: a multinational perspective While the effect of communication apprehension on a multitude of psychological and performance variables has been studied in many other disciplines, it has not been extensively examined by sales researchers. This article considers communication in the sales transaction from the perspective of communication apprehension, and investigates the role of communication apprehension as an indicator of a salesperson's performance. Using ordinal logistic regression, an attempt is made to predict a salesperson's performance based on the four contexts of communication apprehension, in a multicultural sample. The results show a small but significant effect of communication apprehension on the performance of salespersons, and some contexts of communication apprehension are found to be better predictors than others. The findings also indicate that the Personal Report of Communication Apprehension-24 scale is valid and reliable when used to establish international principles.
Keywords: Communication, Face-to-face communications, Sales, Salesforce, Performance
Organizational commitment: a mediator of the relationships of leadership behavior with job satisfaction and performance in a non-western country This article investigates the potential mediating role of organizational commitment in the relationships of leadership behavior with the work outcomes of job satisfaction and job performance in a non-western country where multiculturalism is a dominant feature of the workforce. It also explores the moderating effects of national culture on the relationships of leadership behavior with organizational commitment, job satisfaction and job performance in such a setting. Results suggest (in support of many western studies) that those who perceive their superiors as adopting consultative or participative leadership behavior are more committed to their organizations, more satisfied with their jobs, and their performance is high. The results also indicate that national culture moderates the relationship of leadership behavior with job satisfaction.
Keywords: Corporate culture, National cultures, Leadership, Performance, Job satisfaction, United Arab Emirates
Short-termism, control, quick-fix and bottom line: Toward explaining the Western approach to management Western managers have been criticized for their obsession with profit maximization, concentration on short-term benefits, control of the work process and hastiness in adopting and abandoning new ideas. Why Western managers manage the way they do has not been addressed adequately in our view. This paper seeks to address this issue by presenting theoretical analysis that attempts to improve our understanding of why managers are preoccupied with pecuniary considerations, myopic decisions, work process control, hasty adoption and quick abandonment of novel ideas. This exploratory paper argues that without considering factors such as the managers' national culture, the pressure from shareholders and the stock-market, the objectives of the organization, and the organization as a rational institution, the behaviour of Western managers may not be fully explained and the criticisms may therefore be unjustifiable.
Keywords: Management development, Management styles, North America, Profit maximization,
Short-termism, Western Europe
Tactics to influence subordinates among Thai managers A typology for assessing managerial roles was used to explore Thai managers' self-reported use of influence tactics with subordinates. In-depth interviews were conducted with 16 Thai managers in the Siam Cement Group. Managers who viewed themselves as vision setters tended to use rational persuasion, consultation, and pressure most. Motivator managers used rationality and ingratiation. Analyzer managers used pressure. Task masters used rationality and pressure. However, all types of manager sometimes used other tactics besides the most common ones. Much of this behavior is similar to how managers in studies from the USA behaved. However, Thai managers showed some orientation toward "softer" methods, whether or not the managerial role is typically associated with "soft" or "hard" methods.
Keywords: Managerial styles, Tactics, Thailand
Expatriate culture shock in China: a study in the Beijing hotel industry Explores the occurrence of culture shock in the population of expatriate managers working in the joint venture hotels in Beijing, China. In particular, seeks to gauge the importance of a variety of factors that might influence the level of culture shock. Proposes a model which envisages culture shock as determined by situational factors and by the level of inter-cultural sensitivity of an expatriate. In turn, the level of inter-cultural sensitivity is seen as a function of biographical factors and cross cultural training. The findings demonstrate a strong inverse relationship between inter-cultural sensitivity and culture shock. Training before and/or after arrival in China is received by only a small minority of expatriates but is associated with a higher level of inter-cultural sensitivity. Among situational factors, a managerial emphasis on motivating employees is associated with lower culture shock. A surprising finding is the tendency for Asian expatriates to experience greater culture shock for a given level of inter-cultural sensitivity. Outlines implications for personnel policy in selecting expatriate managers.
Keywords: China, Cross-cultural management, Expatriates, Multinationals, National cultures
Motivation to manage in Hong Kong: modification and test of Miner Sentence Completion Scale-H Examines the construct validity of the Miner Sentence Completion Scale form-H (MSCS-H for hierarchic) as a measure of managerial role motivation theory in Hong Kong. Managerial motivation or motivation to manage has been shown to be a major cause of managerial effectiveness and success in large bureaucratic organizations in the USA and elsewhere. Data were collected from a sample of Hong Kong business students. A three-part questionnaire containing the MSCS-H, demographic and educational background information, and objective measures relating to the MSCS-H and its subscales was used as the research instrument. No significant influence of demographics and educational variables on levels of managerial motivation were detected. As hypothesized, the objective measures including the preference for managerial jobs and employment with a large company positively correlated with levels of motivation to manage. In addition, relevant questionnaire measures positively correlated with the underlying constructs of MSCS-H. Overall, analyses provide further support for the construct validity of the theory's main construct (MSCS-H) in Hong Kong.
Keywords: Hong Kong, Management theory, Motivation, Psychological tests, Psychometric tests
Management in the 1990's: A comparative study of women managers in China and Hong Kong Examines the managerial attitude of women managers in China and Hong Kong. Measures particularly their preference of managerial practices and identifies the key job motivators, vital management skills, and reasons for job promotion. Data were collected by a questionnaire survey method and the results reveal that the general practices of managers in China are not as mature as those in Hong Kong. In job motivation, findings show that Hong Kong women managers view their jobs in terms of career development, whereas the Chinese respondents seek immediate monetary reward. The mutually exclusive findings regarding management skills between these two groups are that Hong Kong managers concentrate on planning and Chinese managers concentrate on directing. However, results disclose that the reasons for job promotion for both groups are similar. In management practices, Hong Kong managers are more assertive than their Chinese counterparts.
Keywords: China, Gender, Hong Kong, Management
Observing differences in verbal communication: Filipino and British manager-subordinate interactions As business operations become increasingly global, the need for managers to communicate effectively with members of other cultures becomes more important. This is particularly true of managers who take up positions overseas, and an area where cross-cultural differences may be apparent is leader behaviour. Using structured observation of simulated interviews, attempts to compare the verbal leader behaviour of British managers and subordinates with that of managers and subordinates in the Philippines (as an important area within South-East Asia). Results revealed no significant differences in verbal behaviour between British and Filipino managers/subordinates, except in the categories of evaluating and enquiring. Makes some recommendations on how to approach interactions with Filipino subordinates and managers.
Keywords: Communications, Cross-cultural management, Leadership, National cultures,
Philippines, United Kingdom
Satisfaction, tension and interpersonal relations: a cross-cultural comparison of managers in Singapore and Australia Reports the results of a study into differences in the levels of job satisfaction, job tension and stress, and interpersonal relations with superiors and peers, between managers in Singapore and Australia. The study draws on Hofstede's concept and classification of national culture to predict that job satisfaction will be lower, job tension higher, and interpersonal relations poorer for managers in the high power distance, collectivist cultures of East Asian nations than for managers in the low power distance, individualist cultures of Anglo-American nations. A study of 115 middle-level managers in Singapore and 96 in Australia corroborates these differences. Discusses how different approaches to managing budgetary planning and control processes may improve these personal and interpersonal work-related conditions.
Keywords: Australia, Communications, Job satisfaction, National cultures, Singapore, Stress
The business impact of management attitudes towards dealing with conflicta cross-cultural assessment Deals with cross-cultural issues involved in conflict resolution in a high-technology corporation based in South-east Asia. Examines the differences in conflict-handling styles between Asians and North Americans and how these differences affect management in the corporation. Describes how interventionists working with management discovered that differing cultural approaches to reasoning and handling conflict can lead to organizational ineffectiveness unless there is mutual understanding and the development of shared meanings.
Keywords: Conflict, Management attitudes, National cultures
Boxing with shadows: competing effectively with the Overseas Chinese and Overseas Indian business networks in the Asian arena Asserts that foreign multinational corporations (MNCs) investing in or expanding business operations in China, South and Southeast Asia often find themselves sparring with local business groups. Draws on research and experiences with firms in the region in order to enhance understandings of competitive dealings with two business networks that dominate the Southeast Asian economies - the Overseas Chinese and the Overseas Indians, collectively referred to as "the Networks". Measures the sparring rings in Asia through the historical conditions that contributed to the Networks' fighting stances and to Asian business environments. Proceeds to place the two Asian competitors under the spotlight by highlighting cultural differences between the Networks. Predicts the Networks' movements by elaborating on their unique management and strategic decision-making styles and discusses, finally, the implications of the Networks' business practices for MNCs' strategies and organizational restructuring in the Asian arena.
Keywords: China, India, International business, Networks, Southeast Asia, Strategy
Crafted culture: governmental sculpting of modern Singapore and effects on business environments The Singaporean government has enjoyed an astounding record of success based on its ability to attract MNCs and corresponding capital. Government-led development has involved crafting a culture that will adapt to MNCs' needs and to fast-changing global environments in a restructured economy. The socially re-engineered Singaporean culture appears hierarchical, disciplined, authoritarian and a showcase for technocratic management. Yet, further crafting of the Singaporean culture along the top-down, technocratic model seems to result in a diminishing ability to produce creative, innovative and productive workers for the knowledge economy and the MNCs that dominate it. The authors sketch the ideological bases for Singapore's crafted culture and explore Singapore's distinctive characteristics as well as governmental policies that have molded this culture. They proceed to highlight specific governmental policies that are designing Singapore for the restructured, globalizing and fast-changing knowledge economy; and discuss the competing model offered by Taiwan. Finally, the authors propose some implications for civic society and cultural change in Singapore.
Keywords: International business, Multinationals, National cultures, Singapore, Society,
Technology
Effective leadership in joint ventures in Vietnam: a cross-cultural perspective Effective leadership is a key factor in successful international joint ventures, especially in Vietnam. Compatibility and complementarity of the leadership styles are the foundation for such partnerships. Based on a research study of international managers and their Vietnamese counterparts, an appropriate profile of compatible and complementary leadership characteristics and effective skills and behaviors for successful joint ventures in Vietnam is suggested. A multi-cultural approach with focus on the mutual understanding of the cultures involved, adapting the styles of the partners and relationship building is necessary for successful joint ventures. Building shared values in the joint venture is critical to performance, to creating an appropriate organizational culture, and to accomplishing effective organizational change.
Keywords: Comparative, costs, Cross-cultural management, Joint ventures, Leadership, Success, Vietnam
Foreign companies and Chinese workers: employee motivation in the People's Republic of China With an increasing number of foreign enterprises operating in China, there is a need to focus on the motivation of Chinese workers in such enterprises, and the way that human resource management practices address Chinese work values and motivational factors. Problems of productivity and retention of employees have been reported which reflect on the ways foreign companies attempt to motivate Chinese employees, often relying on practices drawn from concepts which work in the West. This article first looks at such Western practices, explaining why they might not work in a Chinese context. Chinese work values and motivation are compared with these approaches and propositions advanced to indicate how Chinese employees may be motivated. These are then compared with current practices and attitudes within foreign firms and joint ventures in China. For the latter a study of 13 companies in Beijing is reported, and the efficacy of policies and practices is questioned. Recommendations include the need for organisations to affect structural and policy changes in the areas of rules and procedures, reward systems, corporate identity and career planning. The provision of appropriate expatriate manager training is also suggested.
Keywords: China, Human resource management, International business, Joint ventures,
Motivation
Informational network industrialization and Japanese business management Linking informational network and organizational change theories with the multi-faceted transformations taking place in global competition, in particular the economic recession in the Asia-Pacific and information technological progress, the paper focuses on two major issues: first, the task facing Japanese companies in accommodating themselves to new trends pushed ahead primarily by changes emerging in the info-communications industries. It is demonstrated that major challenges are facing Japanese-style organization and management practices along with the advent of informational network industrialization. Essentially, Japanese business networks are forced to transform their organizational structure in conjunction with open networking and management practices. Second, the paper focusses on the impact of the economic slump in Asia on the strategies and management of Japanese production networks in the region. It is argued that impending domestic restructuring will extend in much the same way to the Asian production networks, while integrating these into new types of international production complexes.
Keywords: Asia-Pacific alliances, Information technology, Japanese management styles,
Networks, Recession
The evolution of multinational firms from Asia: A longitudinal study of Taiwan's Acer Group Despite their growing proliferation and significance, multinational enterprises (MNEs) from the developing countries have not received adequate attention. To close the gap, this paper seeks to answer a fundamental question: what is the evolutionary pattern of the MNEs from the developing countries? To address the above question, this paper focuses on a longitudinal case study of a successful multinational firm from a developing country in Asia. Both theoretical and practical implications of the case are discussed.
Keywords: Asia, Computer industry, Developing countries, Multinationals, Taiwan
Virtual Singapores: shaping international competitive environments through business-government partnerships This article deals with Virtual Singapores, or Singapore's efforts to clone itself through industrial parks in Asia's developing countries. Through these cloned enclaves, tiny Singapore aims to control change and restructuring in Asian economic environments, and thereby its own destiny. The first section elaborates on Singapore's regionalisation drive and Virtual Singapores. The ensuing section identifies the strategic goals for internationalizing Singapore Incorporated, the alliance of stakeholders that guides governmental policy in Singapore. The final section discusses the implications of the Virtual Singapores for competitive environments, as well as for organizational and structural changes in the Asia Pacific.
Keywords: Asia, Industry, International business, Multinationals, Regional development,
Singapore
A comparison of the modernistic Toyota model of greenfield start-ups with a pre-modern Chinese family business transplanted to the USA The Chinese family business (CFB) is one of the most enduring and prolific organizational forms in human history. The CFB is an alternative to a modernistic organization and has been understudied in the post-modern organizational theory literature. Compares a pre-modern CFB transplanted to the USA with the modernistic Toyota model of greenfield start-ups.
Keywords: China, Family firms, Organizational theory
An international comparison of organization development practices: The USA and Hong Kong Compares the results of surveys of organizational development (OD) practices among major firms in the United States and Hong Kong. Despite obvious cultural differences between the two countries, OD practices were more similar than different. Discusses implications for OD research in international settings and global OD practices.
Keywords: Globalization, Hong Kong, International business, National cultures, Organizational development
Managing changes in globalizing business: how to manage cross-cultural business partners Asian management systems, led by the so-called lean production system invented by Toyota and refined by Japanese companies are being transplanted to North America with mixed success. A necessary but not sufficient condition for a successful transplant across vastly different cultures, such as from east to west, is the development over time of a third culture which is compatible with both of the original cultures, but transcends them to produce a unique venture culture. Discusses how business partnerships can begin to build such third cultures.
Keywords: Corporate cultures, National cultures, Organizations, Partnering
As always we have only skimmed the surface of relevant articles this week and only those that are particularly relevant for Asia-Pacific managers. Many other articles are available as well including those focusing on other countries and international perspectives.
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