An exploration into managerial perception and its influence on performance in cross cultural setting. The case of Japan International Cooperation Agency's support for development.

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Publication date
2011-05-26Author
Inamori, TakaoSupervisor
Analoui, FarhadKeyword
Managerial perceptionBehaviour
Development
Performance
Cross-cultural interaction
Pygmalion effect
Japan
International Cooperation Agency (Japan)
Organisational performance
Cross-cultural projects
Aid workers
Rights

The University of Bradford theses are licenced under a Creative Commons Licence.
Institution
University of BradfordDepartment
Development and Economic StudiesAwarded
2010