This exploratory study compares the decision-making styles of Singaporean and Hong Kong Chinese (SHK) managers and Australian (AUS) managers. On hypothetical standardised problems, these managers appear to use similar levels of participation in response to similar situational contingencies. However, on actual problems the decision-making effectiveness of SHK managers appears to be more sensitive to variations in leader infor Mation than in leader power, and viceversa for Australian managers. This finding is consistent with reported differences in value dimensions across the two samples. Subjects are 93 managers from Singapore and Hong Kong and 99 managers from Australia.
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