A comparison is made between Singaporean Chinese managers and Japanese managers in Singapore
2005
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- A comparison is made between Singaporean Chinese managers and Japanese managers in Singapore
- The mean Power Distance and Masculinity scores of Singaporean Chinese managers and Japanese managers are found to be different from the samples in Hofstede's study
- These differences in work values indicate that interpretations of Hofstede's cultural constructs cannot be made without modifying or redefining the constructs in terms that are relevant to the cultural context
- This finding is supported by the differences in factors that make up the Individualism and Masculinity value dimensions of Singaporean Chinese and Japanese managers
- The impact of these work values on work behavior is discussed with respect to implications on motivation, leadership, employment stability, and orientation toward work goals
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