Cultural conflict in business cooperation is a universal phenomenon with the development of global economic integration, especially for the two main cultures, Eastern and Western culture. This thesis aims to create new knowledge of leadership behavior and cross cultural style via surveying the literature and analysing data collected through interviews and a survey. / Results reveal differences in behaviour and style between Chinese and Australian managers. Leaders' self-ratings differ significantly between the Chinese and Australian samples for most scales, except for Management-by Exception (MEA) and Laissez-faire, and the overall Transactional Leadership scale. Part of the differences which existed were due to Australian leaders rating themselves higher than the Chinese leaders. The differences are greatest for the variables Idealized Influence (Attributed), Effectiveness and Inspirational Motivation. / There are cultural differences in that leadership in China shows that extra effort will be most affected by intellectual stimulation. This suggests that leaders in China who invite participation and critical focus on common problems are likely to get extra effort from associates; whereas in Australia, the same outcome is more likely to result from attributed idealized influence, manifested in the degree of charisma, conviction and integrity in a leader. Both Chinese and Australian leaders see extra effort arising from transformational qualities. The findings of interviews with several senior Chinese leaders extend these findings in a variety of ways and support most of these perspectives. / A summary discusses the findings relating to Western literature, ancient Chinese concepts of management, modern Chinese literature, and the results of the survey, and interviews (quantitative and qualitative respectively). Limitations of the research and suggestions for further research complete this thesis. / Thesis (PhDBusinessAdministration)--University of South Australia, 2006

Cultural conflict in business cooperation is a universal phenomenon with the development of global economic integration, especially for the two main cultures, Eastern and Western culture. This thesis aims to create new knowledge of leadership behavior and cross cultural style via surveying the literature and analysing data collected through interviews and a survey. / Results reveal differences in behaviour and style between Chinese and Australian managers. Leaders' self-ratings differ significantly between the Chinese and Australian samples for most scales, except for Management-by Exception (MEA) and Laissez-faire, and the overall Transactional Leadership scale. Part of the differences which existed were due to Australian leaders rating themselves higher than the Chinese leaders. The differences are greatest for the variables Idealized Influence (Attributed), Effectiveness and Inspirational Motivation. / There are cultural differences in that leadership in China shows that extra effort will be most affected by intellectual stimulation. This suggests that leaders in China who invite participation and critical focus on common problems are likely to get extra effort from associates; whereas in Australia, the same outcome is more likely to result from attributed idealized influence, manifested in the degree of charisma, conviction and integrity in a leader. Both Chinese and Australian leaders see extra effort arising from transformational qualities. The findings of interviews with several senior Chinese leaders extend these findings in a variety of ways and support most of these perspectives. / A summary discusses the findings relating to Western literature, ancient Chinese concepts of management, modern Chinese literature, and the results of the survey, and interviews (quantitative and qualitative respectively). Limitations of the research and suggestions for further research complete this thesis. / Thesis (PhDBusinessAdministration)--University of South Australia, 2006

Cultural conflict in business cooperation is a universal phenomenon with the development of global economic integration, especially for the two main cultures, Eastern and Western culture. This thesis aims to create new knowledge of leadership behavior and cross cultural style via surveying the literature and analysing data collected through interviews and a survey. / Results reveal differences in behaviour and style between Chinese and Australian managers. Leaders' self-ratings differ significantly between the Chinese and Australian samples for most scales, except for Management-by Exception (MEA) and Laissez-faire, and the overall Transactional Leadership scale. Part of the differences which existed were due to Australian leaders rating themselves higher than the Chinese leaders. The differences are greatest for the variables Idealized Influence (Attributed), Effectiveness and Inspirational Motivation. / There are cultural differences in that leadership in China shows that extra effort will be most affected by intellectual stimulation. This suggests that leaders in China who invite participation and critical focus on common problems are likely to get extra effort from associates; whereas in Australia, the same outcome is more likely to result from attributed idealized influence, manifested in the degree of charisma, conviction and integrity in a leader. Both Chinese and Australian leaders see extra effort arising from transformational qualities. The findings of interviews with several senior Chinese leaders extend these findings in a variety of ways and support most of these perspectives. / A summary discusses the findings relating to Western literature, ancient Chinese concepts of management, modern Chinese literature, and the results of the survey, and interviews (quantitative and qualitative respectively). Limitations of the research and suggestions for further research complete this thesis. / Thesis (PhDBusinessAdministration)--University of South Australia, 2006

The study seeks to characterise management in Spain in general. It seeks to explain, within a social cultural framework, how management in Spain differs in values and structure from that in the United Kingdom. The basis of the study is empirical evidence largely derived from interviews with managers practising in Spain. The study concludes that there are underlying similarities in management values across regions and' industries in Spain that are different from those prevalent in Britain. Of special interest are the prioritisation of human individual values, the nature of the authority structure and the principal methods of communication which managers choose to employ.

Thesis (doctoral)--Rijksuniversiteit Groningen, 1993. / Summary in Dutch. Includes bibliographical references (p. 337-363) and index.

published_or_final_version / Management Studies / Doctoral / Doctor of Philosophy

by Lin Y L Wendy, Cheung Y L Joseph. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.iv / LIST OF TABLES --- p.v / LIST OF APPENDICES --- p.vi / ACKNOWLEDGEMENTS --- p.vii / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 2. --- BACKGROUND OF STUDY --- p.5 / Chapter 2.1. --- The Environment --- p.5 / Chapter 2.2. --- The Literature Review --- p.11 / Chapter 3. --- METHODOLOGY --- p.24 / Chapter 3.1. --- Literature Review --- p.24 / Chapter 3.2. --- Personal Interview --- p.24 / Chapter 3.3. --- The Questionnaire Design --- p.24 / Chapter 3.4. --- Type and Nature of Study --- p.25 / Chapter 3.5. --- Study Setting --- p.25 / Chapter 3.6. --- Time Horizon --- p.25 / Chapter 3.7. --- Unit of Analysis --- p.25 / Chapter 4. --- THE PERSONAL INTERVIEW FINDINGS --- p.26 / Chapter 4.1. --- Influence Over Boss/Superior --- p.26 / Chapter 4.2. --- Influence Over Co-workers --- p.32 / Chapter 4.3. --- Influence Over Subordinates --- p.33 / Chapter 4.4. --- Perceived Sexual Differences --- p.35 / Chapter 5. --- THE QUESTIONNAIRE SURVEY FINDINGS --- p.37 / Chapter 5.1. --- The Questionnaire Survey --- p.37 / Chapter 5.2. --- Analysis of Strategy --- p.39 / Chapter 6. --- "SUMMARY, DISCUSSIONS, AND RECOMMENDATIONS" --- p.47 / Chapter 6.1. --- Summary --- p.47 / Chapter 6.2. --- Discussions --- p.49 / Chapter 6.3. --- Limitations --- p.50 / APPENDCIES --- p.53 / BIBLIOGRAPHY --- p.63

by Wan Yiu Ming, Wong Kwai Sang, Zhao Bin. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 40-44). / ABSTRACT --- p.ii / TABLE OF CONTENT --- p.iii / LIST OF ILLUSTRATIONS --- p.v / LIST OF TABLES --- p.vi / PREFACE --- p.vii / Chapter CHAPTER 1 --- INTRODUCTION --- p.1 / Recent Economic Success In China --- p.1 / Cross-cultural Management Challenges in China --- p.3 / Chapter CHAPTER II --- BACKGROUND OF CULTURE --- p.5 / Definition of Culture --- p.6 / Definition of National Culture --- p.8 / Dimensions of Cultural Differences --- p.8 / Managerial Implications of the Cultural Dimensions --- p.11 / Chapter CHAPTER III --- GEERT HOFSTEDE'S RESEARCH ON CULTURE --- p.12 / Hofstede's Five Dimensions of National Culture --- p.12 / Hofstede's Research on Chinese Societies --- p.17 / Chapter CHAPTER IV --- CULTURAL DIFFERENCES WITHIN SAME SOCIETY --- p.20 / Convergence-divergence Approach --- p.21 / SUBCULTURAL APPROACH --- p.25 / Chapter CHAPTER V --- OUR SUGGESTED CONCEPTUAL FRAMEWORK --- p.27 / Culture Shaping Factors --- p.28 / What are the Main Issues? --- p.31 / Culture Distance and Cross-culture Management --- p.32 / Chapter CHAPTER VI --- IMPLICATIONS OF THE PROPOSED FRAMEWORK TO CROSS- CULTURAL MANAGEMENT ISSUES IN CHINA --- p.34 / Expatriate Issues --- p.34 / Cross-cultural Training Issues --- p.35 / Regional Cultural Difference Within Mainland China --- p.36 / Chapter CHAPTER VII --- CONCLUSION --- p.38 / BIBLIOGRAPHY --- p.40

Thesis (Ph. D.)--University of Hong Kong, 1983. / Also availalbe in microfilm.

Thesis (Ph. D.)--Arizona State University, 1991. / Vita. Includes bibliographical references (leaves [259]-265).