American and Chinese Managers in U.S. Companies in Taiwan: A Comparison

Abstract

Two hundred top-level American and Chinese managers of U. S.-owned companies and joint ventures in Taiwan were surveyed on their attitudes toward their work. On most of the items assessing job attitudes, the two groups of managers showed no differences, indicating a positive impact of mutual adaptation in the cross-cultural environment. However, American managers felt more satisfied with their job security and opportunities for advancement, while Chinese managers had a greater interest in company paternalism. Although American and Chinese managers had different attitudes on certain ethnocentric issues, the two groups are clearly moving toward a common understanding. This article recommends that American subsidiaries in Taiwan adopt various policies to reduce the remaining differences and make the managerial styles of the two groups more compatible.