Problem solving and culture ‐ exploring some stereotypes

Abstract

This paper investigates the cultural influences (ethnic and organisational) on management decision making. Using Michael Kirton’s Adaptors and Innovators (1987) as a model, research was undertaken in Hong Kong with four groups of managers. The groups represented the permutations of expatriate and local managers in the private and public sectors. A comparison of national cultures prefaces the research methodology and the instrument used. Assumptions of culturally induced performance and sector styles were examined, producing some interesting results. The findings have implications for the selection and development of managers in multicultural or Chinese environments. Finally, an area for future research is how training can be used to enable managers to switch consciously between a range of problem‐solving and decision‐making styles.