A Comparative Study of Teamwork Values toward Leadership/Membership shown by Japanese PCN's and British HCN's Interacting at Japanese-British Multinationals

• SUGAI,Sakae

  Tokyo International University

Bibliographic Information

Other Title

• 在英日系企業における日本人駐在員・英国人現地雇用従業員を対象とした相互接触型異文化リーダーシップの比較研究

Abstract

This study examined teamwork values espoused by British HCN employees and Japanese PCN expatriates who interact on a daily basis as members of multicultural teams in Japanese-British service-industry companies operating in Greater London using Bales's (& Cohen with Williamson, 1979, 1999) SYMLOG social interaction theory. The results showed (1) that British HCN employees emphasised on the teamwork value of acceptance of task orientation based on established authority more than Japanese PCN expatriates in their leadership ratings, (2) that British and Japanese identically emphasised on the teamwork value of friendly behaviour, and (3) that Japanese emphasised on the teamwork value of dominance more than British. The unexpected findings that more British emphasised on the teamwork value of acceptance of task orientation based on established authority than Japanese and that British and Japanese identically emphasised on the teamwork value of friendly behaviour was discussed in terms of (1) additional analysis derived from explorative and confirmatory statistical analyses, and (2) the reference persons, to whom respondents referred in their leader/membership ratings, among which the reference persons explained the unexpected findings. The reference persons to whom British HCN employees referred in their leadership ratings were former and current immediate superiors (37% & 24%) while those of Japanese PCN expatriates were Presidents and executives of their companies (22% & 31%). It was inferred from the above results that differences of the reference persons between British and Japanese caused to reject hypotheses on the values of acceptance of task orientation and of friendly behaviour but to accept the hypothesis on the value of dominance, which derived from the previous empirical evidence. SYMLOG social interaction theory (Bales & Cohen with Williamson, 1979; Bales, 1999), which sheds light on not only positive but also negative teamwork values, showed two different value clusters on leadership among Japanese PCN expatriates; "conventionals" who accept values of task orientation based on established authority and "innovatives" who oppose these values. The reference persons to whom participants referred verified the implicit leadership theory (Lord & Maher, 1991) and suggest that due to the possible dual structure for leadership divided by nationalities the top-level management needs to develop leadership across cultures.

Journal

• 国際ビジネス研究学会年報

  国際ビジネス研究学会年報 213-228, 2007-09-30

  国際ビジネス研究学会

Details

• CRID: 1543950420020241152
• NII Article ID: 110006657548
• NII Book ID: AN1053525X
• Web Site: http://dl.ndl.go.jp/info:ndljp/pid/10354688
• Text Lang: ja
• Data Source:
  • NDL-Digital
  • CiNii Articles
  • KAKEN