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Manager‐subordinate Relationship in Cross‐cultural Organizations: The Case of Japanese Subsidiaries in the United States
Author(s) -
Watanabe Satoko
Publication year - 1998
Publication title -
international journal of japanese sociology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.133
H-Index - 15
eISSN - 1475-6781
pISSN - 0918-7545
DOI - 10.1111/j.1475-6781.1998.tb00055.x
Subject(s) - expatriate , subsidiary , multinational corporation , business , perception , position (finance) , trustworthiness , public relations , marketing , business administration , political science , psychology , social psychology , law , finance , neuroscience
The paper examines the perceptions of Japanese expatriate management held by American employees, whilst isolating the factors influencing such perceptions. An analysis of the survey data from 388 American eniployees has revealed that they view Japanese co‐workers as loyal to the organization, competent, trustworthy, somewhat friendly, patient and fair on the one hand; but as secretive, hard to understand, untrusting of others and somewhat indecisive on the other. It has been found that the local employees with higher ranks are likely to perceive the expatriate managers more negatively than the ones with lower ranks; and that the local employees who have worked longer tend to view the expatriate managers more negatively than those who have worked for shorter periods. Further, such perceptions are significantly affectd by position in the organization and the length of contact. These findings can have important implications for human resources management policies in Japanese multinational corporations.