National, Organizational and Individual Correlates of Simulated Decision-Making.
ROCHESTER UNIV N Y MANAGEMENT RESEARCH CENTER
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The study examines cross-cultural differences in the importance of organizational objectives and in responses to simulated problem solutions. Data was obtained for 1062 managers in six countries. Significant differences are noted across countries in propensity to spend money to solve the simulated problems, and in the ranking of six organizational objectives. Cross-national differences held even when managers from the same company were examined in four countries. There is moderate support for hypothesized consistencies in responses to problems and objective rankings. Modified author abstract