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Article
Publication date: 1 July 1994

Leadership Styles and Organizational Effectiveness in Chinese‐Japanese Joint Ventures

Zhong‐Ming Wang and Takao Satow

A change in leadership styles is a key characteristic of joint ventures.Overseas managers often use an adaptation of their home culture.Discusses the findings of the…

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Abstract

A change in leadership styles is a key characteristic of joint ventures. Overseas managers often use an adaptation of their home culture. Discusses the findings of the survey presented in the previous article in terms of leadership styles and their resulting organizational effectiveness in joint ventures with different structural features. Presents four functional dimensions of leadership style: expectancy; sentiment; informativeness; and trustworthiness. Indicates these are particularly crucial for international joint ventures where cultural and managerial compatibility is most important in achieving organizational success.

Details

Journal of Managerial Psychology, vol. 9 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/02683949410063645
ISSN: 0268-3946

Keywords

  • China
  • Cross‐cultural management
  • Japan
  • Joint ventures
  • Leadership
  • Management styles
  • National cultures
  • Organizational effectiveness

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Article
Publication date: 1 July 1994

The Effects of Structural and Organizational Factors on Socio‐psychological Orientation in Joint Ventures

Zhong‐Ming Wang and Takao Satow

Social and psychological factors such as self‐responsibility andcollectivist value orientation are crucial to understanding the dynamicsof joint venture management. Tests…

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Abstract

Social and psychological factors such as self‐responsibility and collectivist value orientation are crucial to understanding the dynamics of joint venture management. Tests the hypothesis that structural factors influence the socio‐psychological orientation of managers in terms of self‐responsibility and collectivist values which, in turn, affects the performance of companies. Discusses the findings from interviews and questionnaires with 151 top and middle managers from 72 companies. Found that top managers have a higher internally determined self‐responsibility and a stronger group adaptation value orientation than middle managers. These factors are crucial indicators of managerial performance in joint ventures. Therefore the results support the hypothesis.

Details

Journal of Managerial Psychology, vol. 9 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/02683949410063636
ISSN: 0268-3946

Keywords

  • Attitudes
  • China
  • Organizational performance
  • Japan
  • Joint ventures
  • Managers
  • Organizational structure
  • Responsibility
  • Values
  • Work psychology

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Article
Publication date: 1 July 1994

Cultural and Organizational Factors in Human Resource Management in China and Japan: A Cross‐cultural Socio‐economic Perspective

Takao Satow and Zhong‐Ming Wang

The focus of human resource management has shifted from traditionaltopics to concepts such as globalization and international strategy.Management styles of…

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Abstract

The focus of human resource management has shifted from traditional topics to concepts such as globalization and international strategy. Management styles of Chinese‐Japanese and Chinese‐foreign joint ventures have been important areas of HRM research. Modern Chinese HRM practices and thinking are rooted in the cultural traditions of the country. Japanese cultural and geographical history has affected its business practices. Discusses Chinese and Japanese cultural characteristics in relation to business management and reviews the research literature. Presents the research study of Chinese‐Japanese joint venture management on which other articles by the same authors are based.

Details

Journal of Managerial Psychology, vol. 9 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/02683949410063654
ISSN: 0268-3946

Keywords

  • Attitudes
  • Beliefs
  • China
  • Cross‐cultural management
  • Human resource management
  • Japan
  • Joint ventures
  • Management styles
  • National cultures

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Article
Publication date: 1 July 1994

The Patterns of Human Resource Management: Eight Cases of Chinese‐Japanese Joint Ventures and Two Cases of Wholly Japanese Ventures

Zhong‐Ming Wang and Takao Satow

HRM and decision‐making patterns can affect the overall effectiveness ofjoint ventures. Discusses the results of case studies ofChinese‐Japanese and wholly Japanese…

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Abstract

HRM and decision‐making patterns can affect the overall effectiveness of joint ventures. Discusses the results of case studies of Chinese‐Japanese and wholly Japanese ventures in China. Proposes that the Japanese managerial strategies may be more suited to building the new management norms in the initial phases of the joint venture while the Chinese managerial style ensures continued progress, within the Chinese cultural context, in the more advanced stages of the joint venture.

Details

Journal of Managerial Psychology, vol. 9 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/02683949410063627
ISSN: 0268-3946

Keywords

  • Case studies
  • China
  • Cross‐cultural management
  • Decision making
  • Human resource management
  • Japan
  • Joint ventures
  • Management styles
  • National cultures
  • Organizational change

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