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Cross-cultural industrial relations: An empirical examination

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This paper is born out of research conducted in Hong Kong, Malaysia, and India between 1987 and 1990. It is an attempt to empirically test and extend the scope of a model formulated in England in 1977. The original model postulated that managerial behavior towards industrial relations issues, on an organizational or micro level, could be predicted if the managerial style could be properly predicated within the matrix of the model. The present study uses the model to see if similar prediction (or in any case, generalization) can be made on a macro level. The findings reveal that a certain degree of generalization can be empirically sustained in so far as the style of managers in the three countries is concerned. To that extent the paper is a contribution to the corpus of thought on the subject of managerial beliefs and provides valuable insight for the student of human resources management especially in the area of industrial relations and corporate policy.

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Sadri, S.G., Lukose, F. Cross-cultural industrial relations: An empirical examination. Int J Value-Based Manage 3, 1–20 (1990). https://doi.org/10.1007/BF01732410

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  • Resource Management
  • Human Resource
  • Original Model
  • Valuable Insight
  • Relation Issue