States and belief states

Article Abstract:

Education type and functional area of the manager are more important factors in determining managerial business beliefs than nationality, according to a comparative study of the beliefs of managers from Hungary and the United States. Evidence suggests organisations should re-examine their assumptions on cross-national organizations in respect of areas such as communication, conflict and co-operation. Causal maps are used to determine the similarities and differences in managerial beliefs.

Comparative management

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You can pick your friends, and you can pick your nodes, but you can't pick your friends' nodes: misattributions of other priorities

Article Abstract:

Research shows that individuals apply distorted casual attributions to explain their own and others' behaviours, typically using positive attributes for their own actions and negative ones for others. A new study analyses the response of 111 managers from international organizations in Hungary to a list of success factors. The study discusses the widespread misattribution of others' priorities and suggests that the most plausible explanation is nationality differences.

Business Personnel Management, Human resource management, Hungary, Management research, Organizational behavior

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Attitudes towards different sources of executive appraisal: a comparison of Hong Kong Chinese and American managers in Hong Kong

Article Abstract:

Research into the attitudes towards executive performance appraisal of US managers in US firms, Hong Kong Chinese managers in US firms and Hong Kong Chinese managers in local Chinese firms is presented. It is suggested that both national culture and work environment influence management attitudes.

Management, Employee performance appraisals, Performance appraisals

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