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Decision Styles (decision + style)
Selected AbstractsAre German, Japanese and Anglo-Saxon Strategic Decision Styles Still Divergent in the Context of Globalization?*JOURNAL OF MANAGEMENT STUDIES, Issue 6 2005Chris Carr abstract Issues of globalization and divergence in terms of national systems and cultures are equally contentious, yet equally important, in the context of increasing cross-continental co-operation. This article investigates comparative strategic decision styles in Britain, the USA, Germany and Japan. An industry at an advanced stage in terms of globalization, vehicle components manufacture, was selected in order to explore the extent of convergence and whether this has changed. Between 1989 and 1998, field case studies were made of 100 strategic investment decisions (SIDs) by manufacturers in these four countries. Longitudinal judgements were supplemented by earlier comparative strategy field research carried out in 60 suppliers between 1980 and 1983, and two longitudinal case studies, one from the UK and one from Japan, interviewed throughout both these periods and again in 2002. Two competing hypotheses, derived from rich research literatures, are investigated. The first (H1) suggests that national institutional and cultural factors exert profound differences, and should therefore be afforded more significance as globalization proceeds further. The second (H2) is apparently contradictory and emphasizes that institutions and organizations are likely to respond to convergence pressures, spurred by global capital markets and competition on the one hand, and a diffusion of ,professional management' practices on the other. Japanese firms generally, and German family firms in particular, were still found to exhibit deep-rooted differences from the Anglo-Saxon model, which appears to confirm H1. However study of German public companies reveals that their strategic approaches are far less divergent from what is now an increasingly consistent Anglo-Saxon model than they were a decade ago, which appears to confirm the competing hypothesis H2. [source] Aging and decision-making competence: an analysis of comprehension and consistency skills in older versus younger adults considering health-plan optionsJOURNAL OF BEHAVIORAL DECISION MAKING, Issue 2 2002Melissa L. Finucane Abstract Older adults need to maintain strong decision-making capabilities as they age. However, we know little about how age-related physical and psychological changes affect older adults' judgment and decision processes. This paper reports the results of research comparing older versus younger adults' performance on evaluation and choice tasks about health-plan options. In particular, comprehension and consistency in judgments (across separate versus joint evaluation contexts) were examined. Results indicated that increasing age was related to greater comprehension errors and inconsistent preferences, even when covariates (education, income, gender, self-perceived skill and health, decision style, and attitude toward delegation) were taken into account. Discussion of the results emphasizes difficulties in interpreting the meaning of age differences in performance on decision tasks and the need for research that ascertains the seriousness of the consequences of age differences in real-life tasks. The implications for providing decision-aiding interventions for older adults are highlighted. Copyright © 2002 John Wiley & Sons, Ltd. [source] How to be a good global communicatorJOURNAL OF CORPORATE ACCOUNTING & FINANCE, Issue 6 2005Dinah Payne Are you a good global communicator? With the rise in global mergers, outsourcing, and crossborder business, this issue can be critical to your success. We don't all "speak the same language," even if we're all using English. Each country has a different culture, with different expectations and customs. The authors look at how culture, decision styles, and technology can affect your international business transactions,and how to avoid problems. © 2005 Wiley Periodicals, Inc. [source] Are German, Japanese and Anglo-Saxon Strategic Decision Styles Still Divergent in the Context of Globalization?*JOURNAL OF MANAGEMENT STUDIES, Issue 6 2005Chris Carr abstract Issues of globalization and divergence in terms of national systems and cultures are equally contentious, yet equally important, in the context of increasing cross-continental co-operation. This article investigates comparative strategic decision styles in Britain, the USA, Germany and Japan. An industry at an advanced stage in terms of globalization, vehicle components manufacture, was selected in order to explore the extent of convergence and whether this has changed. Between 1989 and 1998, field case studies were made of 100 strategic investment decisions (SIDs) by manufacturers in these four countries. Longitudinal judgements were supplemented by earlier comparative strategy field research carried out in 60 suppliers between 1980 and 1983, and two longitudinal case studies, one from the UK and one from Japan, interviewed throughout both these periods and again in 2002. Two competing hypotheses, derived from rich research literatures, are investigated. The first (H1) suggests that national institutional and cultural factors exert profound differences, and should therefore be afforded more significance as globalization proceeds further. The second (H2) is apparently contradictory and emphasizes that institutions and organizations are likely to respond to convergence pressures, spurred by global capital markets and competition on the one hand, and a diffusion of ,professional management' practices on the other. Japanese firms generally, and German family firms in particular, were still found to exhibit deep-rooted differences from the Anglo-Saxon model, which appears to confirm H1. However study of German public companies reveals that their strategic approaches are far less divergent from what is now an increasingly consistent Anglo-Saxon model than they were a decade ago, which appears to confirm the competing hypothesis H2. [source] | ||||||||||