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  • 1
    Electronic Resource
    Electronic Resource
    A comparative study of the management styles of marketing managers in Australia and the People's Republic of China (2005)
    Bingley : Emerald
    International marketing review 22 (2005), S. 34-47 
    Details
    ISSN: 0265-1335
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - The objective of this paper is to compare the management style of marketing managers in Australia with the counterparts in the People's Republic of China (PRC). Design/methodology/approach - Based on the differences in cultural dimensions and context, five hypotheses related to management decision-making styles were developed and tested by questionnaire survey. Sixty seven valid Australia samples and 104 valid Chinese samples were obtained through mail survey and personal interviews, respectively. Findings - Results show that PRC managers have significantly higher scores in the five management style dimensions (namely: information utilization, complexity, group decision-making, risk acceptance and technology orientation) than their Australian counterparts. Research limitations/implications - The research is limited by the small sample size. The findings may be limited by measurement equivalence issues and further investigation of management style differences across more countries is clearly needed. Practical implications - The findings of this study provide useful insights into the differences in the management style of marketing managers in the two countries. It is possible to predict management style differences based on a comparison of cultural differences in a systematic way. Originality/value - This paper contributes to the literature in international marketing and management. It is imperative for managers to understand how cultures affect the management style of the managers they interact with as well as their own. The study serves as a guideline for studying other cultures, which is especially relevant for companies that are seeking to expand their strategic alliance operations.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02651330510581163
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  • 2
    Electronic Resource
    Electronic Resource
    Attributions on dissatisfying service encounters: A cross-cultural comparison between Canadian and PRC consumers (2004)
    Bradford : Emerald
    European journal of marketing 38 (2004), S. 1527-1540 
    Details
    ISSN: 0309-0566
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Based on the proposition that deprivation of control is a key instigator of attribution thoughts, this study explores cross-national variations in consumers' formation and consequences of attributions on dissatisfying service encounters. We hypothesize that variations in the stage of economic development and the cultural dimension of long-term versus short-term orientation affect consumers' perceived level of control in and attributions of dissatisfying service encounters, and the relative effects of various attribution dimensions (including locus, controllable-by-organization, and stability) on consumers' switching intentions. Results obtained from a cross-national survey show that compared to PRC consumers, Canadian consumers experience more deprivation of control in dissatisfying service encounters and exhibit stronger self-serving biases in forming attributions about their dissatisfying service experiences. Moreover, the controllable-by-organization dimension (i.e. whether the problems of the service encounter could be controlled by the service firm) is found to have a stronger effect on the switching intentions of Canadian consumers than that of PRC consumers, while the opposite is found for the stability dimension (i.e. whether the same problem would recur in experiences with the service firm). Managerial implications for multinational service firms, particularly in terms of service recovery strategy for Chinese and Western consumers, are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/03090560410560227
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  • 3
    Electronic Resource
    Electronic Resource
    Technology and innovation management learning in the knowledge economy: A techno-managerial approach (2003)
    Bradford : Emerald
    The @journal of management development 22 (2003), S. 579-602 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Technology and innovation management education is now regarded as a critical area of study in most business schools. This growing importance is partly a strategic response to managing knowledge-driven industry development. In a changing business climate, traditional management education needs to combine with pragmatic technology management education that provides rich ground for developing managerial theories that are less "fuzzy" and practically more relevant to industry needs. Management studies are not just about theoretical constructs, but must, instead, address practical resolutions and problem solving in the real business world. This paper investigates the epistemological, pedagogical and organizational factors impacting on the design, development, and implementation of technology management learning programs. In doing so, it brings theory in line with practice. It draws on the authors' personal experiences, case examples, and student reflections during a project over three years to design, develop and implement a masters-level Web-based online technology program in three countries - Australia, Hong Kong and Singapore. Effective management learning, we argue, needs a techno-managerial approach that combines general management theories with technology management practice to link business and technology communities.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02621710310484740
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