Collectivist Values and Open-Mindedness for Chinese Employees Trust of their Japanese Leaders

Research output: Other Conference ContributionsConference Paper (other)Other Conference Paperpeer-review

Abstract

Chinese employees may be suspicious of their Japanese managers because of their historical rivalry. Based on social psychological research that enhancing interaction can reduce bias, collectivist and individualist values were hypothesized to promote open-mindedness and thereby result in strong leader relationships between Chinese employees and their Japanese and Chinese managers. Working in Japanese enterprises in Shanghai, China, 100 employees indicated the values in their relationship, interaction, trust in leader, and the effectiveness of their leader relationship. Structural equation analysis suggested that collectivist values reinforce an open-minded discussion of views that in turn results in strong relationships. These findings, coupled with previous research, were interpreted as suggesting that collectivist values and open-minded interaction provide an important foundation for productive leader relationships.
Original languageEnglish
Publication statusPublished - Jun 2002
Event2002 Annual Meeting of the Academy of International Business: Geographies and International Business - Puerto Rico, San Juan, Puerto Rico
Duration: 28 Jun 20021 Jul 2002
https://aib.msu.edu/events/2002/index.htm

Conference

Conference2002 Annual Meeting of the Academy of International Business
CountryPuerto Rico
CitySan Juan
Period28/06/021/07/02
Internet address

Fingerprint

Employees
Open-mindedness
Interaction
China
Chinese managers
Structural equations
Shanghai
Psychological
Rivalry
Managers

Cite this

TJOSVOLD, D. W., WONG, M. L., & LIU, C. (2002). Collectivist Values and Open-Mindedness for Chinese Employees Trust of their Japanese Leaders. Paper presented at 2002 Annual Meeting of the Academy of International Business, San Juan, Puerto Rico.
TJOSVOLD, Dean William ; WONG, Mei Ling ; LIU, Chuhong. / Collectivist Values and Open-Mindedness for Chinese Employees Trust of their Japanese Leaders. Paper presented at 2002 Annual Meeting of the Academy of International Business, San Juan, Puerto Rico.
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TJOSVOLD, DW, WONG, ML & LIU, C 2002, 'Collectivist Values and Open-Mindedness for Chinese Employees Trust of their Japanese Leaders' Paper presented at 2002 Annual Meeting of the Academy of International Business, San Juan, Puerto Rico, 28/06/02 - 1/07/02, .

Collectivist Values and Open-Mindedness for Chinese Employees Trust of their Japanese Leaders. / TJOSVOLD, Dean William; WONG, Mei Ling; LIU, Chuhong.

2002. Paper presented at 2002 Annual Meeting of the Academy of International Business, San Juan, Puerto Rico.

Research output: Other Conference ContributionsConference Paper (other)Other Conference Paperpeer-review

TY - CONF

T1 - Collectivist Values and Open-Mindedness for Chinese Employees Trust of their Japanese Leaders

AU - TJOSVOLD, Dean William

AU - WONG, Mei Ling

AU - LIU, Chuhong

PY - 2002/6

Y1 - 2002/6

N2 - Chinese employees may be suspicious of their Japanese managers because of their historical rivalry. Based on social psychological research that enhancing interaction can reduce bias, collectivist and individualist values were hypothesized to promote open-mindedness and thereby result in strong leader relationships between Chinese employees and their Japanese and Chinese managers. Working in Japanese enterprises in Shanghai, China, 100 employees indicated the values in their relationship, interaction, trust in leader, and the effectiveness of their leader relationship. Structural equation analysis suggested that collectivist values reinforce an open-minded discussion of views that in turn results in strong relationships. These findings, coupled with previous research, were interpreted as suggesting that collectivist values and open-minded interaction provide an important foundation for productive leader relationships.

AB - Chinese employees may be suspicious of their Japanese managers because of their historical rivalry. Based on social psychological research that enhancing interaction can reduce bias, collectivist and individualist values were hypothesized to promote open-mindedness and thereby result in strong leader relationships between Chinese employees and their Japanese and Chinese managers. Working in Japanese enterprises in Shanghai, China, 100 employees indicated the values in their relationship, interaction, trust in leader, and the effectiveness of their leader relationship. Structural equation analysis suggested that collectivist values reinforce an open-minded discussion of views that in turn results in strong relationships. These findings, coupled with previous research, were interpreted as suggesting that collectivist values and open-minded interaction provide an important foundation for productive leader relationships.

M3 - Conference Paper (other)

ER -

TJOSVOLD DW, WONG ML, LIU C. Collectivist Values and Open-Mindedness for Chinese Employees Trust of their Japanese Leaders. 2002. Paper presented at 2002 Annual Meeting of the Academy of International Business, San Juan, Puerto Rico.