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Conceptions of Self and Performance-related Feedback in the U.S., Japan and China

Author

Listed:
  • James R Bailey

    (Rutgers University)

  • Chao C Cheng

    (Rutgers University)

  • Sheng-Gong Dou

    (Northeastern University)

Abstract

Effective international management requires knowledge of culturally patterned self-concepts and concomitant feedback desires. This paper argues that the cultural forces of individualism versus collectivism shape the self-concept, and by extension individual performance evaluation and feedback seeking. We present a comparative study to test the hypotheses that U.S. respondents desire success feedback (whereas Japanese and Chinese desire feedback), show more initiative and perceive more direct workplace feedback than do either Japanese or Chinese respondents. Strong support was found for comparisons between the U.S. and Japan, but the Chinese consistently departed from predictions. We interpret these results in terms of recent reforms in the People's Republic of China, and discuss implications of the study for international management.© 1997 JIBS. Journal of International Business Studies (1997) 28, 605–625

Suggested Citation

  • James R Bailey & Chao C Cheng & Sheng-Gong Dou, 1997. "Conceptions of Self and Performance-related Feedback in the U.S., Japan and China," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 28(3), pages 605-625, September.
    • Handle: RePEc:pal:jintbs:v:28:y:1997:i:3:p:605-625
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    Citations

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    Cited by:

    1. 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.
    2. Yong Han & Yochanan Altman, 2009. "Supervisor and Subordinate Guanxi: A Grounded Investigation in the People’s Republic of China," Journal of Business Ethics, Springer, vol. 88(1), pages 91-104, April.
    3. Delerue, Hélène & Lejeune, Albert, 2011. "Managerial secrecy and intellectual asset protection in SMEs: The role of institutional environment," Journal of International Management, Elsevier, vol. 17(2), pages 130-142, June.
    4. Agarwal, Promila, 2016. "Fitting Talent Management Strategy into National Culture," IIMA Working Papers WP2016-02-04, Indian Institute of Management Ahmedabad, Research and Publication Department.
    5. Iida, Yoshio, 2015. "Task-based income inequalities and redistribution preferences: A comparison of China and Japan," Journal of Behavioral and Experimental Economics (formerly The Journal of Socio-Economics), Elsevier, vol. 55(C), pages 91-102.
    6. Yong Han & Zhenglong Peng & Yi Zhu, 2012. "Supervisor–Subordinate Guanxi and Trust in Supervisor: A Qualitative Inquiry in the People’s Republic of China," Journal of Business Ethics, Springer, vol. 108(3), pages 313-324, July.
    7. Haka, Susan F. & Heitger, Dan L., 2004. "International managerial accounting research: A contracting framework and opportunities," The International Journal of Accounting, Elsevier, vol. 39(1), pages 21-69.
    8. Tsai, Hsien-Tung & Huang, Heng-Chiang & Chiu, Ya-Ling, 2012. "Brand community participation in Taiwan: Examining the roles of individual-, group-, and relationship-level antecedents," Journal of Business Research, Elsevier, vol. 65(5), pages 676-684.
    9. O'Connor, Neale G. & Deng, Johnny & Luo, Yadong, 2006. "Political constraints, organization design and performance measurement in China's state-owned enterprises," Accounting, Organizations and Society, Elsevier, vol. 31(2), pages 157-177, February.
    10. 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).

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