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Analyzing Cultural Stereotypes In Multinational Business: United States And Australia

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  • Stephen R. Jenner

Abstract

As U.S. business becomes more international, so does U.S. management education. Executive development programmes offer courses in the U.S. and abroad to managers from many nations. As part of the transfer of U.S. management methods, the concepts, techniques and beliefs taught in these programmes may not be easily accepted, especially by foreign managers. Careful examination of cultural differences in attitudes and opinions is a necessary step in the successful transfer of management technology. This paper compares U.S. and Australian managers' values, attitudes, beliefs and opinions on a wide range of topics using a modified version of Schein's Public Opinion Questionnaire. Our findings suggest that there are common business management views as well as national differences among managers in the U.S. and Australia.

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  • Stephen R. Jenner, 1982. "Analyzing Cultural Stereotypes In Multinational Business: United States And Australia," Journal of Management Studies, Wiley Blackwell, vol. 19(3), pages 307-325, July.
    • Handle: RePEc:bla:jomstd:v:19:y:1982:i:3:p:307-325
    DOI: 10.1111/j.1467-6486.1982.tb00111.x
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    Cited by:

    1. Fenwick, Marilyn & Edwards, Ron & Buckley, Peter J., 2003. "Is cultural similarity misleading? The experience of Australian manufacturers in Britain," International Business Review, Elsevier, vol. 12(3), pages 297-309, June.
    2. Kate Hutchings & Snejina Michailova & Edelweiss C. Harrison, 2013. "Neither Ghettoed Nor Cosmopolitan," Management International Review, Springer, vol. 53(2), pages 291-318, April.

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