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Intercultural Influence: A Study of Japanese Expatriate Managers in Canada

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  • Asha Rao

    (Rutgers University)

  • Keiji Hashimoto

    (Mitsui and Co. Ltd. (USA))

Abstract

This study explored the nature of intercultural influence by examining the influence strategies of Japanese managers in Canada with their Canadian and Japanese subordinates. Theories of inter-group behavior and cultural differences were used to predict the influence strategies used by Japanese managers with subordinates from their own and another culture. There were significant differences in their strategies, which were associated with the national culture of their subordinates. Japanese managers used significantly more influence with Canadian than with Japanese subordinates, including strategies of assertiveness, reason, sanctions, upward appeal, and reciprocity. The structure of Japanese influence differed from that found in prior research. We discuss the implications of these differences for managers influencing subordinates across cultures.© 1996 JIBS. Journal of International Business Studies (1996) 27, 443–466

Suggested Citation

  • Asha Rao & Keiji Hashimoto, 1996. "Intercultural Influence: A Study of Japanese Expatriate Managers in Canada," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 27(3), pages 443-466, September.
    • Handle: RePEc:pal:jintbs:v:27:y:1996:i:3:p:443-466
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    Citations

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    Cited by:

    1. Belderbos René A. & Heijltjes Mariëlle G., 2003. "The Determinants Of Expatriation In Japanese Multinationals: Vertical Business Groups And Executive Staffing Policies In Asia," Research Memorandum 055, Maastricht University, Maastricht Research School of Economics of Technology and Organization (METEOR).
    2. Peltokorpi, Vesa, 2007. "Intercultural communication patterns and tactics: Nordic expatriates in Japan," International Business Review, Elsevier, vol. 16(1), pages 68-82, February.
    3. Su, Steven K. & Morris, Michael W. & Leung, Kwok, 2000. "Justice in the Culturally Diverse Workplace: Problems of Over-Emphasis and Under-Emphasis of Cultural Differences," Research Papers 1658r, Stanford University, Graduate School of Business.
    4. Chong, Melody P.M. & Muethel, Miriam & Richards, Malika & Fu, Ping Ping & Peng, Tai-Kuang & Shang, Yu Fan & Caldas, Miguel P., 2013. "Influence behaviors and employees’ reactions: An empirical test among six societies based on a transactional–relational contract model," Journal of World Business, Elsevier, vol. 48(3), pages 373-384.
    5. Szkudlarek, Betina & Osland, Joyce S. & Nardon, Luciara & Zander, Lena, 2020. "Communication and culture in international business – Moving the field forward," Journal of World Business, Elsevier, vol. 55(6).
    6. Xiaowen Guan & Hye Eun Lee, 2022. "Does Culture Really Matter? A Comparison Between Victims’ Cognitive and Communicative Responses to Cultural In-Group Versus Out-Group Perpetrators in Social Predicaments," SAGE Open, , vol. 12(1), pages 21582440221, March.

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