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The Manager as Mediator of Alternative Meanings: A pilot Study from China, The USA and U.K

Author

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  • Peter B Smith

    (University of Sussex)

  • Mark F Peterson

    (Texas Tech University)

  • Zhong Ming Wang

    (Hangzhou University)

Abstract

Managers in China, the USA and Britain were asked to describe the extent to which they used five sources for handling nine managerial events. Western managers were found to rely more upon their own experience and training, while in China, rules and procedures were more salient. For most events, Western managers who described themselves as relying on their own experience and training believed that the events had been well handled. They reported that events were less well handled to the extent that they referred to their superiors. Reliance on the superior was associated with role ambiguity among Western managers but not in China. Even though Chinese managers relied more upon rules and procedures they too evaluated events more positively when they had relied on their own experience and training. The results are discussed in terms of Chinese and Western cultural values and the prospects for change in managerial practice in China.© 1996 JIBS. Journal of International Business Studies (1996) 27, 115–137

Suggested Citation

  • Peter B Smith & Mark F Peterson & Zhong Ming Wang, 1996. "The Manager as Mediator of Alternative Meanings: A pilot Study from China, The USA and U.K," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 27(1), pages 115-137, March.
    • Handle: RePEc:pal:jintbs:v:27:y:1996:i:1:p:115-137
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    Cited by:

    1. Mark F Peterson & Tais S Barreto, 2018. "Interpreting societal culture value dimensions," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 49(9), pages 1190-1207, December.
    2. Christian Engau & Volker Hoffmann, 2011. "Corporate response strategies to regulatory uncertainty: evidence from uncertainty about post-Kyoto regulation," Policy Sciences, Springer;Society of Policy Sciences, vol. 44(1), pages 53-80, March.
    3. Peng, Mike W. & Lu, Yuan & Shenkar, Oded & Wang, Denis Y. L., 2001. "Treasures in the China house: a review of management and organizational research on Greater China," Journal of Business Research, Elsevier, vol. 52(2), pages 95-110, May.
    4. Wong, Chi-Sum & Law, Kenneth S., 1999. "Managing localization of human resources in the PRC: a practical model," Journal of World Business, Elsevier, vol. 34(1), pages 26-40, April.
    5. Lance Brouthers & Dana-Nicoleta Lascu & Steve Werner, 2008. "Competitive Irrationality in Transitional Economies: Are Communist Managers Less Irrational?," Journal of Business Ethics, Springer, vol. 83(3), pages 397-408, December.
    6. Li, Julie Juan & Zheng Zhou, Kevin & Lam, Simon S.K. & Tse, David K., 2006. "Active trust development of local senior managers in international subsidiaries," Journal of Business Research, Elsevier, vol. 59(1), pages 73-80, January.
    7. David Ralston & Allison Pearson, 2010. "The Cross-Cultural Evolution of the Subordinate Influence Ethics Measure," Journal of Business Ethics, Springer, vol. 96(1), pages 149-168, September.
    8. Inga Minelgaite Snaebjornsson & Ingi Runar Edvardsson & Romie F. Littrell, 2017. "Societal Culture in Iceland and Lithuania: Managerial Implications," SAGE Open, , vol. 7(2), pages 21582440177, April.

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