Managerial Decision Making: Comparison of Participative Decision Methods in Australian and Singaporean/Hong Kong Chinese Samples

Preston C. Bottger and Philip W. Yetton
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Preston C. Bottger: The Australian Graduate School of Management, University of N.S.W.
Philip W. Yetton: The Australian Graduate School of Management, University of N.S.W.

Australian Journal of Management, 1987, vol. 12, issue 2, 185-200

Abstract: This exploratory study compares the decision-making styles of Singaporean and Hong Kong Chinese (SHK) managers and Australian (AUS) managers. On hypothetical standardised problems, these managers appear to use similar levels of participation in response to similar situational contingencies. However, on actual problems the decision-making effectiveness of SHK managers appears to be more sensitive to variations in leader infor Mation than in leader power, and viceversa for Australian managers. This finding is consistent with reported differences in value dimensions across the two samples. Subjects are 93 managers from Singapore and Hong Kong and 99 managers from Australia.

Keywords: CROSS CULTURE; LEADERSHIP STYLE; VROOM-YETTON MODEL (search for similar items in EconPapers)
Date: 1987
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Persistent link: https://EconPapers.repec.org/RePEc:sae:ausman:v:12:y:1987:i:2:p:185-200

DOI: 10.1177/031289628701200203

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