Attitudes toward employee participation in decision‐making: A comparison of european and american managers in a united states multinational company
研究一家美国跨国公司中欧洲与美国管理者对员工参与决策的态度差异，发现欧洲子公司对母公司输出美国式参与模式存在抵触，且欧洲管理者之间也存在态度差异。
Abstract This article examines an American multinational company to uncover any crossnational differences in managerial attitudes toward employee participation in decision‐making. Human resource practices of the parent company toward its European subsidiaries were also examined, especially those relevant to employee participation issues. Data were collected from the company's manufacturing facilities in Britain, the Netherlands, Spain, and the United States. Managers were interviewed and then surveyed regarding their attitudes toward participation. The interviews revealed resistance to the parent company's efforts to “export” an American vision of employee participation to its European subsidiaries. The survey data revealed attitudinal differences among European managers as well as among their American counterparts. Possible explanations, implications for human resource executives and research directions are discussed. © 1993 by John Wiley & Sons, Inc.