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|Title:||Values and Organizational Behavior: A Comparative Study of Japanese and American Managers of the Japanese Firms in the United States|
|Author(s):||Eshghi, Golpira S.|
|Department / Program:||Business Administration|
|Degree Granting Institution:||University of Illinois at Urbana-Champaign|
|Subject(s):||Business Administration, Management|
|Abstract:||The purpose of this study is to investigate cultural differences between American and Japanese managers of Japanese firms in the U.S. and the impact of cultural differences on job satisfaction, decision making styles and performance evaluation of the two groups of managers.
Specifically, the aim of the study was to investigate the validity of the following four propositions: (a) that there are significant differences between global, personal, and work organization-related values of the managers, (b) that in Japanese-owned firms in the U.S., expatriate managers will be more satisfied with their jobs than the local managers, (c) that there will be significant differences in the decision making styles of the two groups of managers and finally (d) that nationality incongruency between manager-subordinate dyads will lead to a lower performance rating of the subordinate.
The sample for this research was selected from middle and upper level managers of the Japanese-owned manufacturing firms in the United States. The choice of manufacturing firms was made to ensure a broad representation of different educational backgrounds and positions in the organization.
The analysis of the data, in general, supported propositions a, c and d. The resuls suggested that the major difference in global value orientation of Japanese and Americans was the collateralism of the former versus the individualistic orientation of the latter group. Further, the dominant mode of decision making was directive among Japanese and consultative among Americans. In addition, it was found that Japanese managers gave a lower performance rating to their American subordinates as compared to their Japanese subordinates. However, contrary to the predictions, both groups of managers were equally satisfied with their jobs.
Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1984.
|Date Available in IDEALS:||2014-12-15|
This item appears in the following Collection(s)
Dissertations and Theses - Business Administration
Graduate Dissertations and Theses at Illinois
Graduate Theses and Dissertations at Illinois