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Trust and decision making: are managers different in the People’s Republic of China and in Australia?

Karen Yuan Wang (School of Management, University of Technology, Sydney, City Campus, Haymarket, PO Box 123, Broadway, NSW 2007, Australia)
Stewart Clegg (School of Management, University of Technology, Sydney, City Campus, Haymarket, PO Box 123, Broadway, NSW 2007, Australia)

Cross Cultural Management: An International Journal

ISSN: 1352-7606

Article publication date: 1 March 2002

2763

Abstract

Examines the relationship between trust and participation in decision making and the cultural differences and similarities between Chinese and Australian managers. Finds that the level of trust placed by managers in th eir subordinates has a direct impact on the managers’ attitudes towards employee participation in management. States that while there is a significant difference between Australian and Chinese managers on levels of trust in employees’ psychological maturity, managers from both countries display similar trust in employees’ ability to perform their jobs.

Keywords

Citation

Yuan Wang, K. and Clegg, S. (2002), "Trust and decision making: are managers different in the People’s Republic of China and in Australia?", Cross Cultural Management: An International Journal, Vol. 9 No. 1, pp. 30-45. https://doi.org/10.1108/13527600210797334

Publisher

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MCB UP Ltd

Copyright © 2002, MCB UP Limited

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