Cultural Factors That Hinder Cooperation in the Workplace

• Main Author: Anujin Molomjamts
• Other Authors: Peter Gilks
• Format: Others
• Language: en_US
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/66813850826136676812

碩士 === 義守大學 === 管理碩博士班 === 103 === The relationship between Mongolia and China has seen an unprecedented growth in both public and private sectors in recent years. While previous research has documented many large cultural differences between the two countries, the impact of these differences in the Mongolian-Chinese intercultural workplace and the relative importance of these differences have not been investigated until now. This study therefore attempts to address this gap in Mongolian/Chinese cross-cultural studies. This study focuses on Mongolian workers’ perspectives on the value differences between themselves and their Chinese employers with regard to three of Hofstede’s cultural dimensions, namely, power distance (PD), long-term orientation (LTO) and masculinity (MAS), which have been investigated using quantitative techniques. Statistical analysis of the survey based on a sample of 47 Mongolian employees suggests that Mongolian employees in Chinese owned business do not see the cultural differences pertaining to these three dimensions as contributing equally to dissatisfaction in the workplace. In particular, differences in the area of PD and MAS appear to contribute more to worker dissatisfaction than LTO does. Based on these findings, certain suggestions are offered for Chinese managers. A second research question aimed to know the extent to which certain distinct characteristics of Chinese culture relating to the three dimensions actually occur in the workplace. It was found that from the perspective of those Mongolian employees surveyed, a lack of consideration for employees’ leisure time and hierarchical organizational structures were the most common characteristics.