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The Differences In Decision-making Process Between The Chinese And The American Managers And The Convergences As Reflected In American Multinationals In China: From A Cross-cultural Perspective

Posted on:2005-09-10Degree:MasterType:Thesis
Country:ChinaCandidate:T T WangFull Text:PDF
GTID:2156360122986050Subject:English
Abstract/Summary:PDF Full Text Request
After China's entry into WTO, there is a mushroom growth of multinationals establishing their business in China. In the context of global economy, cultures are being impacted tremendously by the increased opportunities for interaction between different cultural groups. This phenomenon has highlighted the increasing tendency of cultural diversity faced by people from different cultural backgrounds. Against such international background, China and the United States have dramatically enhanced their bilateral economic and trade relations and interpersonal contact between them, therefore reaping many substantial fruits of globalization.With the western values and lifestyles introduced to China,it is flooded with pop cultures of the commercial world which have exerted great influence on the Chinese behavior. The Americans too are in the midst of profound social and cultural changes as their exposure to the world, particularly to China, accelerates. Owing to the above, to some extent, culture gaps have been narrowed down in the multinationals. With this in mind, the changes to be felt in decision-making process must be somewhat different from what have been perceived by many scholars. Therefore, this thesis is intended to explore the differences in decision-making process between the Chinese and the American managers and the convergences as reflected in American multinationals in China from a cross-cultural perspective.This thesis covers five aspects that the author believes are the most important in decision-making process: time concepts, degrees of empowerment, willingness to take risks, ways of approaching conflicts and patterns of making decisions. The author of this thesis firstly identifies the different managerial behaviors of both the Chinese and the American managers and proposes five hypotheses accordingly. Then, a research is conducted to collect data for the quantitative analysis to test the five hypotheses. Finally, the thesis discovers both the differences and the convergences in decision-making behaviors between the Chinese and the American managers. Based on that, the thesis comes to conclusions and puts forward constructive suggestions to improve the managerial behaviors in the American multinationals in China.
Keywords/Search Tags:Cross-cultural communication, intercultural management, decision-making behavior
PDF Full Text Request
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