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Intercultural Influence: A Study of Japanese Expatriate Managers in Canada

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Abstract

This study explored the nature of intercultural influence by examining the influence strategies of Japanese managers in Canada with their Canadian and Japanese subordinates. Theories of inter-group behavior and cultural differences were used to predict the influence strategies used by Japanese managers with subordinates from their own and another culture. There were significant differences in their strategies, which were associated with the national culture of their subordinates. Japanese managers used significantly more influence with Canadian than with Japanese subordinates, including strategies of assertiveness, reason, sanctions, upward appeal, and reciprocity. The structure of Japanese influence differed from that found in prior research. We discuss the implications of these differences for managers influencing subordinates across cultures.© 1996 JIBS. Journal of International Business Studies (1996) 27, 443–466

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