National culture and its impact on the choice of managing director in international production: the case of foreign firms in Greece

The aim of this study is to determine whether attitudinal differences between British and Japanese managers observed in the workplace can be attributed to culture or to the employment system. The findings provided substantial support for attribution to the employment system. Cultural differences between British and Japanese managers were not as large as the cultural thesis claims. The stereotyped cultural characteristics of Japanese managers - high social orientation at work and unconditional priority of work over family - were observed only in limited groups such as managers on the shop floor or senior managers. Attitudinal differences in the workplace were not simply the consequence of cultural differences, but rather to be understood as rational behavioural responses. Both British and Japanese managers' attitudes were considered to be a rational response to their employment systems.