Managerial Behaviors and Job Performance: A Successful Manager in Los Angeles May Not Succeed in Hong Kong
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*J. StewartBlack (Ph.D. Universityof California,Irvine)is currentlyAssistant Professorof Businessin the Amoslbck Schoolof BusinessAdministration at Dartmouth College. ProfessorBlack teaches in the areas of organizationalbehavior, internationalbusinessenvironments,and strategichumanresourcemanagement. His researchinterestincludeinternationalhumanresourcemanagement,Japanese/ Americannegotiations,and work role transitions. **LymanW. Porter(Ph.D. YaleUniversity)is currentlyProfessorof Management in the GraduateSchoolof Managementat the Universityof California,Irvine,and was formerlydean of that School. Professor Porter is a past presidentof the Academyof Managementand in 1983 receivedthat organization's"Scholarly Contributionsto Management"Award.ProfessorPorter'smajorfields of interest are organizationalpsychologyand management. The authorswishto thankGordonReddingandAimeeSchlenderfor theirassistancein gatheringthe data fromthe Hong KongChinesemanagersin this study.Wealso want to thankKathyZoghebfor her assistancewith the data analysis. Received:March1990;Revised:June& August 1990;Accepted:August 1990. 99
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JOURNAL OF INTERNATIONALBUSINESS STUDIES, FIRST QUARTER1991
retaining,anddevelopingeffectivemanagersforassignmentsrequiringcrossculturalmanagementskills[Adams& Kobayashi1969;Baker& Ivancevich 1971; Black 1988; Lanier 1979; Misa & Fabricatore1979; lTng 1981]. Becausethe costs of maintaininga managerin an overseaspost average about $250,000[Lubin1989;Misa & Fabricatore1979]and the estimated costs for prematurereturns range from $50,000 to $200,000 per early return[Copeland& Griggs 1985;Harris 1979;Misa & Fabricatore1979], the problemscan be quitesignificantto a singlefirmand to Americanbusiness in general. Despite this bleak picture,few studies have tried empiricallyto examine how Americanmanagersmanagein foreigncountriesand whetheror not these managerialbehaviorsare effective.This study is one of the first to comparethe managerialbehaviorsof Americanmanagersin the U.S. to those in an overseaslocation (in this case, Americanexpatriatemanagers in Hong Kong)and to comparethe relationshipbetweenmanagerialbehaviors and job performancein two differentcontexts. Consequently,this studyprovidesimportantempiricaldataas to whethermanagerialbehaviors that are likely to be effective in the U.S. are necessarilyeffective in another culture. REVIEWOF THE LITERATURE
As mentioned,the focus of this study is the relationshipbetweenmanagerialbehaviorsand performanceduringan overseasassignment.Although managerialbehavior is not the only determinantof performance(see Church [1982], Mendenhall & Oddou [1985], and Stening [1979] for reviews),it is theoreticallya critical factor. Simplified,there seem to be two generalschools of thoughtabout the relationshipbetweenmanagerial behaviorsand performanceduringan overseasassignment. The Cross-CulturalSchool of Thought
school. In The f
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