| Modern organizations have developed large transnational operations that function in complex international settings. The existing management literature has established that improving cross-cultural management interactions can improve operating efficiencies in such settings, but has not focused on practical steps to improve efficiency. Based upon prior work by H. C. Triandis and S. Goto, this study developed and tested a model to identify the cross-cultural factors that can help managers increase positive interaction with managers from another culture. This study focused on the international business environment at the U.S./Mexico border where hundreds of Maquiladoras operate.; The research question was: "What factors predict intention for more positive interactions between U.S. managers and Mexican managers?". In the model tested the dependent variable was the scale "Intent for Positive Future Interaction". Independent measures were perceptions of cultural distance, acculturation, perceptions of similarity, trust, satisfaction with existing interactions, decision making and information processing styles, and temperament measured by using the Myers Briggs Type Indicator Form G, which is validated in both languages.; Spanish and English questionnaires were administered to groups of managers and MBA students on both the Mexican and U.S. sides of the international border. Data provided by the 153 study respondents were analyzed using factor analysis, regression analysis and structural equation modeling.; The basic finding is that the intention for positive future interaction between Mexican and U.S. managers appears to be influenced most strongly by feelings of trust toward the other group. This study found that the relationship between trust and intent for positive future interaction is mediated by the level of satisfaction with existing interactions. Perceptions of similarity held by individuals toward the other group appear to have a significant influence on trust, and indirectly influence intentions for positive interaction in the future. Relationships among decision making and information processing and other measures were not anticipated, and should be the focus of future research.; Feedback from practitioners who reviewed study conclusions is included in discussion of results. Practitioner feedback was very positive. Suggestions are made for academics and practitioners interested in improving cross-cultural managerial interactions. |
