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Japanese managers' leadership in ove...

Nebashi, Reiko.

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Japanese managers' leadership in overseas subsidiaries: Perception and communication differences between Japanese managers and host country subordinates in Malaysia and the Philippines.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Japanese managers' leadership in overseas subsidiaries: Perception and communication differences between Japanese managers and host country subordinates in Malaysia and the Philippines./
作者:	Nebashi, Reiko.
面頁冊數:	131 p.
附註:	Source: Dissertation Abstracts International, Volume: 61-02, Section: A, page: 0426.
Contained By:	Dissertation Abstracts International61-02A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9963386
ISBN:	9780599676503

Japanese managers' leadership in overseas subsidiaries: Perception and communication differences between Japanese managers and host country subordinates in Malaysia and the Philippines.
Nebashi, Reiko.

Japanese managers' leadership in overseas subsidiaries: Perception and communication differences between Japanese managers and host country subordinates in Malaysia and the Philippines. - 131 p.

Source: Dissertation Abstracts International, Volume: 61-02, Section: A, page: 0426.

Thesis (Ph.D.)--Michigan State University, 1999.

This dissertation is a study of leadership in Japanese overseas subsidiaries and the relationship between leadership and communication in such organizations. The theoretical purpose of the study is to answer key questions and test hypothesized relationships about leadership and communication style in these businesses by testing a leader-subordinate communication model; an applied purpose is to find more effective means of communicating between Japanese leaders and host country subordinates.

ISBN: 9780599676503Subjects--Topical Terms:

626628
Business Administration, Management.

Japanese managers' leadership in overseas subsidiaries: Perception and communication differences between Japanese managers and host country subordinates in Malaysia and the Philippines.
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245 1 0 $a Japanese managers' leadership in overseas subsidiaries: Perception and communication differences between Japanese managers and host country subordinates in Malaysia and the Philippines.
300 $a 131 p.
500 $a Source: Dissertation Abstracts International, Volume: 61-02, Section: A, page: 0426.
500 $a Adviser: James W. Dearing.
502 $a Thesis (Ph.D.)--Michigan State University, 1999.
520 $a This dissertation is a study of leadership in Japanese overseas subsidiaries and the relationship between leadership and communication in such organizations. The theoretical purpose of the study is to answer key questions and test hypothesized relationships about leadership and communication style in these businesses by testing a leader-subordinate communication model; an applied purpose is to find more effective means of communicating between Japanese leaders and host country subordinates.
520 $a In the global market where competitiveness among multinational corporations is accelerating, training capable host country successors and replacing employees from a parent company with those of host countries are urgent matters. Japanese corporations have not been especially successful at these tasks. Communication issues, it is argued here, are critical for Japanese leaders to manage subordinates well and increase rates of capable host country successors.
520 $a The present study focused on intercultural settings since such settings heighten the potential for leadership and communication problems. The following questions (and related hypotheses) were posed: (1) How is Japanese managerial leadership perceived by host country subordinates? (2) How can leaders and subordinates communicate more efficiently? And (3) What represents effective leadership and management communication to Japanese leaders and host country subordinates?
520 $a There were 292 participants joined this study: 63 Malaysians, 162 Filipinos, and 67 Japanese recruited from 7 Japanese companies located in Malaysia and 10 in the Philippines. A questionnaire was utilized for this study and the questions were worded to ask about the leader's communication with subordinates or the subordinates' communication with leaders. Japanese participants completed one questionnaire for leaders and Malaysians and Filipinos completed one for subordinates.
520 $a Results reveal that subordinates perceived that information was better shared under Japanese managers who emphasized both performance and maintenance (PM) as leadership functions, and when messages were communicated explicitly. As PM leadership theory suggests, PM style of leadership was most strongly related to information sharing and satisfaction among employees, whereas pin style was least strongly related to information sharing and satisfaction. However, the maintenance function of Japanese managers seems more important to Malaysian and Filipino employees than their Japanese managers. The findings of perceptional gaps about leadership, communication style, information sharing, and satisfaction are discussed in terms of the Leader-Subordinate Communication Model.
520 $a Implications of the present results are discussed for both scholars of intercultural communication and leadership and for practitioners involved in international subsidiaries.
590 $a School code: 0128.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Speech Communication. $3 1017408
650 4 $a Sociology, Industrial and Labor Relations. $3 1017858
690 $a 0454
690 $a 0459
690 $a 0629
710 2 $a Michigan State University. $3 676168
773 0 $t Dissertation Abstracts International $g 61-02A.
790 1 0 $a Dearing, James W., $e advisor
790 $a 0128
791 $a Ph.D.
792 $a 1999
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9963386