Cross-Cultural Issues

Cross-cultural comparisons of reliance on laws and business contracts versus three basic social mechanisms among U.S., China, and Taiwan.

• Recently-conducted research – under review for publication

• Authors: C.C. Bowen, Y. J. Liaw, A. Chuang, & Y. C. Su
• For more information, contact: C. C. Bowen

Abstract: Many multinational corporations encountered difficulties when doing business in China. Distinct cultural values, legal practices and social norms have been examined as potential reasons for these difficulties. Besides using two of Hofstede’s cultural values that consistently revealed the largest differences between U.S. and China, this study also provided empirical comparisons of U.S., China and Taiwan on the reliance of laws and business contracts, three basic social mechanisms: guanxi, renqing and mianzi and governmental influences. Significant cross-cultural differences were found in reliance of laws and business contracts, mianzi, individualism vs. collectivism and long vs. short-term orientation. Some unexpected complex patterns of both cross-cultural and within-cultural differences are presented and implications for managers are provided.

Holding up Half the Sky? Attitudes Toward Women as Managers in the People’s Republic of China.

• Published in 2007 in International Journal of Human Resource Management
• Authors: C. C. Bowen, Y. Wu, C. Hwang, and R. F. Scherer
• For more information, contact: C. C. Bowen

Abstract: China has become a popular host country for multinational corporations since joining the World Trade Organization in 2001. However, there is a general lack of understanding of the Chinese culture and lack of empirical study on perception of women as managers in China. This study provides historical, cultural, social and legal contexts of the Chinese society and empirically compares attitudes toward women as managers among students and workers. Results show significant gender and sample effects. Further analysis revealed that the gender effect was stronger than the sample effect. Women have a much more positive, liberal and egalitarian attitude toward women as managers than men. However, the unfortunate similarities in attitudes toward women as managers between younger male students and older male workers show that we still have a while to wait before women really hold up half of the sky in China. Implications of these results are discussed based on the cultural and social contexts. Managerial implications are provided.

Sex Discrimination in Selection and Compensation in Taiwan

• Published in 2003 in the International Journal of Human Resource Management
• Author: C. C. Bowen
• For more information, contact: C. C. Bowen

Abstract: his article describes the current status of women in the workplace in Taiwan. Statistical evidence shows sex segregation in the labour market. Discriminatory practices in the hiring process are documented via a content analysis of 7,037 classified ads. Overtly discriminatory actions, such as blatantly stated gender requirements in the classified ads, are shown to be still common in hiring practices. Census data on a gender gap in compensation shows that women in Taiwan evidently get less pay than men do for the same work. The ratio of female to male employees is significantly and negatively correlated with the ratio of female to male in pay. The higher the percentages of women in an industry, the lower the pay women get compared to men. Also, the ratio of female to male in pay is negatively related to the turnover rate. Companies that pay women fairly tend to enjoy lower turnover rates. The implications of these women's issues in human resource management in Taiwan are presented.