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Individualism collectivism measures, along with decision styles, are examined in Taiwan. About 600 questionnaires were distributed directly to employees with managerial positions in private, public, and mixed enter prises in the capital, Taipei. In general, Taiwanese were found to be more collectivist than individualistic. Participants displayed a strong preference for consultative and participative styles and determined that these two styles were the most effective in practice. Further more, participants indicated that their immediate supervisors were mostly consultative and autocratic.

Saudi managers′ responses and evaluations of the role of MNCs is reported and analysed. The research answers questions regarding the contribution of MNCs in four areas: political, cultural, economic and technological. Results indicate the Arabian executives consider MNCs to have both positive and negative effects. MNCs′ most obvious negative impacts are on political independence and on values and consumption patterns. On the positive side, the executives recognise the crucial role of MNCs in establishing export capacity, improving productivity, and managerial skills and creation of new jobs.

Proposes to highlight the centrality of human resources in the Ten Commandments (TCs), providing a perspective regarding their application for business organizations. Focuses on the TCs in the Abrahamic religions (Jews, Christians, Muslims) and explains how loyalty, networking and minimizing conflict aims to ensure survival and continuity. Concludes TCs are general moral principles that reflect the general orientations and directions of their respective religions and that companies should give attention to universal aspects of TCs and their qualities.

This paper examined the relationships between national culture and strategic behavior in the banking industry in Jordan and U.S. The study first developed a strategic posture and secondly a cultural profile for the top management of the research domain. The strategic posture suggested the readiness for strategic response from managers. The degree of readiness was correlated with the constructed cultural profile of the managers and financial performance of the banks. The study found significant relationships between certain national cultural strategic characteristics, (risk propensity, time orientation, and openness to change, uncertainty avoidance and managerial perception of control over the environment) strategic behavior and financial performance.

Saudi and Indian managers are compared on attitudes towards work and work‐related variables. Cultural differences were found to play the most important role in determining managerial orientation. Demographic and organisational variables were less important. Managers from both nations were found to be highly committed to work. However, Indian managers showed greater commitment to work obligation and entitlement, and were more individualistic, than Saudi managers.

In international business, the customers' perception is vital for marketing and strategic planning. This study is designed to address the perceptions of managers in Kuwait of the national environments of Japan, Germany, and the U.S. and the prospect of global leadership for each nation. Sixty‐four major Kuwaiti firms participated. The results indicate that Japan is perceived to offer the most conducive business environment for effective global competition. In addition, participants believe that Japan will surpass the U.S. economically and technologically in the near future. Nevertheless, the results show that U.S. based firms are perceived to be more adaptable to changing world conditions and that they do a better job of attracting the best human resources than German or Japanese based firms.

With the end of the cold war two major developments in the world have taken place. First, regional trade pacts and alliances have taken on added value as a mechanism for economic growth and prosperity (e.g., North America Free Trade Agreement, European Unity, etc.). Second, the patterns of competition on a worldwide basis are changing more rapidly than ever. Along with these developments, a new understanding of global leadership has emerged. Global leadership is no longer measured solely by military strength. Indeed, commitment to the military and defense industry may be a burden inconsistent with maintaining a nation's competitive position in the global marketplace. This study is designed to address the economic competitiveness of the U.S., Germany, and Japan and their leadership position in world markets.

Investigates managerial values as predictors of managerial decision styles. A multiple regression analysis indicated that existential values related positively to a consultative decision‐making style while tribalistic values related significantly to a pseudo‐consultative decision‐making style. Furthermore, identifies value dimensions attributed to each decision‐making style.

In 1987, the Harvard Business Review conducted a survey of its readers regarding the U.S. performance in the world markets. The study indicated that the U.S. had a deep‐seated problem of inadequate international competitiveness (Scott, 1987). More recently, Ernst & Young/American Quality Foundation undertook an International Quality Study which examined quality practices in Canada, Germany, Japan and the U.S. (See Bowles, 1992). The study revealed that 22 per cent of U.S. business always or almost always translate customer expectations into the design of new products and service. In Germany and Japan, the figure was 40 per cent and 58 per cent respectively. The results induced, Joshua Hammond, president of the American Quality Foundation, to state that “It is clear … that quality performance has a long way to go before it reaches parity with financial performance as a matter of primary importance to America's senior executives”. What makes the situation more complex and urgent is the fact that international competition has changed the structure of global markets and the rules of the business game. Furthermore, U.S. businesses no longer command the lead in the global marketplace and new international competitors are not only aggressive and competent, but appear to give priority to customer needs and expectations. For example, many Japanese companies view customer satisfaction as a way of building loyalty, thereby generating repeat sales. In contrast, U.S. executives have often aimed not at producing customer satisfaction, but at preventing customer dissatisfaction (Bowles, 1992). Similarly, the Fortune Global 500 List (Fortune 1995) showed that three countries accounted for the majority of the top 500 firms in the world; U.S. (151 firms), Japan (149 firms), and Germany (44 firms). Nevertheless, the list indicated that more Japanese companies have made it to the top ten (from three in 1993 to six in 1994), while the number of the U.S. firms stayed the same (three) in both years.

Addresses the relationship between work loyalty and individualism in the USA and Canada in a study of 434 subjects from various organizations which participated. Results indicate that national identity has a minimal influence on individualism and work loyalty. Sex, however, influenced both measures. Women were found to be more individualistic and to score higher on work loyalty than male participants. In addition, a high correlation was found between work individualism and loyalty.