Pacific Basin managers: a gaijin, not a woman

Article Abstract:

Few women have held executive or managerial positions in Asia, and a question is raised as to whether North American firms doing business there might have to limit overseas management positions to men. Interviews were held with 52 North American women who had held at least one management position in Asia. Ninety-seven percent of the women surveyed reported success in their Asian work experiences. Interviews reveal that both male and female managers working in Asia are perceived first and foremost as foreigners, or 'gaijin'. The cultural, legal, and economic dynamics of women in management are detailed for Indonesia, China, the Philippines, Japan, Singapore, and India.

Employment abroad, Overseas employment, Asia, Women executives

---

Is 'organization culture' culture bound?

Article Abstract:

The culturally bounded U.S. manager will encounter difficulty when attempting to compete on international markets. Because the typical U.S. manager is limited to a parochial, or single culture outlook, his concept of organizational structure and organizational culture is inadequate, in that it is incomplete. U.S. managers, especially personnel managers, who are employed by multinational corporations should avoid fighting cultural differences encountered in foreign societies, and should either incorporate these 'outsiders' cultural norms or work to develop transcendent cultures that are based on the diversity of societal cultures encompassed by their organizations.

United States, Usage, Conglomerate corporations, Human resource management, International aspects, International business enterprises, Multinational corporations, Culture, Employee morale

---

Similar abstracts:

• Abstracts: Member support for union mergers: an analysis of an affiliation referendum. The political influence of unions and corporations on COPE votes in the U.S. Senate, 1979-1988
• Abstracts: First wage bargaining under convergence plan. Trade union use of information in collective bargaining. 2000 bargaining round
• Abstracts: Kerala: A union alternative to corporate globalization. Building the rainbow. Labor and the Third-Party Route
• Abstracts: Expatriate selection, training and career-pathing: a review and critique. Expatriate Training and Development: Where Do We Go From Here?

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.