| Abstract: | One of the greatest challenges facing managers and administrators in an international environment is effectively communicating and negotiating with their foreign counterparts. Yet a large portion of their time is spent in these most critical activities. Much has been written about the differences in the perception, motivation and behaviour of people from different cultures, in particular about the American and Japanese interface. However, very little scientific confirmation and measurements exist. In this empirical study the nature and intensity of cross-cultural similarities and dissimilarities were tested and measured with selected statements on a Likert-type scale for a sample of 41 American and 29 Japanese practising managers, pointing to weak intracultural bimodality, but strong cross-cultural contrasts. |
