A CROSS‐NATIONAL COMPARISON OF EMPLOYEE PARTICIPATION: INSIGHTS FOR AMERICAN MANAGEMENT

Abstract

Three manufacturing facilities of an international consumer products company were studied to determine cross‐cultural differences in how managers address employee participation. Despite nearly identical products, a common company culture, and other similarities, European managers demonstrated a very different perspective on employee participation than American managers. Implications for American managers are developed from these contrasts.

Citation

Cotton, J.L., McFarlin, D.B. and Sweeney, P.D. (1993), "A CROSS‐NATIONAL COMPARISON OF EMPLOYEE PARTICIPATION: INSIGHTS FOR AMERICAN MANAGEMENT", Journal of Managerial Psychology, Vol. 8 No. 1, pp. 10-19. https://doi.org/10.1108/02683949310024423