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A Comparison of Canadian and Japanese Cognitive Styles: Implications for Management Interaction

Author

Listed:
  • Neil R Abramson

    (Simon Fraser University)

  • Henry W Lane

    (The University of Western Ontario)

  • Hirohisa Nagai

    (Keio University)

  • Haruo Takagi

    (Keio University)

Abstract

Many American and Canadian companies seeking to form joint ventures and alliances with Japanese companies, or to negotiate contracts with them, have discovered that the interaction can be difficult and frustrating. Value differences and preferences for different management practices have been identified that contribute to these interaction problems. However, little research has investigated potential differences in cognitive style that might also contribute to intercultural conflict. This study compares samples of Canadian and Japanese MBA students using the Myers-Briggs Type Inventory (MBTI) and links the findings to interaction difficulties reported in the literature.© 1993 JIBS. Journal of International Business Studies (1993) 24, 575–587

Suggested Citation

  • Neil R Abramson & Henry W Lane & Hirohisa Nagai & Haruo Takagi, 1993. "A Comparison of Canadian and Japanese Cognitive Styles: Implications for Management Interaction," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 24(3), pages 575-587, September.
    • Handle: RePEc:pal:jintbs:v:24:y:1993:i:3:p:575-587
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    Cited by:

    1. Buckley, Peter J. & Cross, Adam & De Mattos, Claudio, 2015. "The principle of congruity in the analysis of international business cooperation," International Business Review, Elsevier, vol. 24(6), pages 1048-1060.
    2. Lowell W. Busenitz & Chung-Ming Lau, 1996. "A Cross-Cultural Cognitive Model of New Venture Creation," Entrepreneurship Theory and Practice, , vol. 20(4), pages 25-40, July.
    3. Alison M. Konrad & Robert Waryszak & Linley Hartmann, 1997. "What Do Managers Like To Do? Comparing Women and Men in Australia and the US," Australian Journal of Management, Australian School of Business, vol. 22(1), pages 71-97, June.
    4. Swee Hoon Ang & Teo, Georgina, 1997. "Effects of time processing orientation, agreement preferences and attitude towards foreign businessmen on negotiation adaptation," International Business Review, Elsevier, vol. 6(6), pages 625-640, December.
    5. Muhammad Awais Bhatti & Suzanie Adina Mat Saat & Megbel M. Aleidan & Ghadah Hassan Mohammed Al Murshidi & Mansour Alyahya & Ariff Syah Juhari, 2022. "Are Business Graduates’ Employability Skills and Learning/Teaching Techniques Universal? Exploring the Role of Culture: A Comparative Study among Australia, China, Pakistan, and Saudi Arabia," Sustainability, MDPI, vol. 14(5), pages 1-16, March.
    6. Zhiang Lin & Chun Hui, 1997. "Adapting to the Changing Environment: A Theoretical Comparison of Decision Making Proficiency of Lean and Mass Organization Systems," Computational and Mathematical Organization Theory, Springer, vol. 3(2), pages 113-142, June.

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