PERCEPTION SHARING IN A JAPAN‐US CROSS‐CULTURAL CORPORATION

Abstract

Discusses managers′ functions in supervising subordinates′ work and motivations, and mediation between managers and workers. Looks at the particular differences in US and Japanese attitudes to work and supervisors – particularly with reference to female managers and Japanese workers′ attitudes to them. Suggests that mutual training to enable the required integration is both necessary and desired.

Citation

Yamaguchi, I. (1993), "PERCEPTION SHARING IN A JAPAN‐US CROSS‐CULTURAL CORPORATION", International Journal of Career Management, Vol. 5 No. 4. https://doi.org/10.1108/09556219310043200