A comparative study of UK and Taiwanese chemical plant managers

Abstract

Purpose

The purpose of this paper is to compare the competencies of managers in the UK and Taiwan.

Design/methodology/approach

A comparative analysis of managers using a behavioural event interviewing (BEI) technique.

Findings

Both cultures were highly achievement focussed. However, there were several marked differences in other behaviours which appear to be cultural in nature. UK managers demonstrated more interpersonal awareness, and concern for impact, whereas Taiwanese managers were more likely to demonstrate critical information seeking behaviour.

Research limitations/implications

Interviews in some instances failed to uncover data and this has implications for the use of generic behavioural event interviews internationally.

Practical implications

The research suggests the idea of organisations' employing generic “international” competency models and behavioural event interview techniques is problematic.

Originality/value

The research is able to demonstrate the problems with international competency models through unique access to an organisation's competency model and to managers in two locations.

Citation

Vickers, D. (2013), "A comparative study of UK and Taiwanese chemical plant managers", Cross Cultural Management: An International Journal, Vol. 20 No. 3, pp. 386-401. https://doi.org/10.1108/CCM-02-2012-0016