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dc.contributor.advisorAnaloui, Farhad
dc.contributor.authorInamori, Takao*
dc.date.accessioned2011-05-26T15:42:49Z
dc.date.available2011-05-26T15:42:49Z
dc.date.issued2011-05-26
dc.identifier.urihttp://hdl.handle.net/10454/4890
dc.description.abstractThere is a wealth of studies which suggest that manager's positive perceptions/expectations can considerably influence organisational performance; unfortunately, little empirical evidence has been obtained from development studies. This first time research explores how Japanese aid workers' perceptions towards the local staff affects their behaviour and performance in cross-cultural project settings. Moreover, this research focuses on the perceptual and behavioural trait differences of successful and unsuccessful aid workers. With cooperation from Japan International Cooperation Agency (JICA), 244 valid responses were obtained from the aid workers (managers) through a webbased survey. As a result of statistical analysis, positive causal relationships were confirmed between perception related factors and behaviour related factors and the organisational performance variable. These results strongly suggest that aid worker¿s positive perceptions result in positive behaviour in local colleagues and subsequently higher organisational performance. In addition, it was discovered that the aid workers' positive perception/expectation about work and their local colleagues was related to higher organisational performance, whilst conversely, the negative perception on their part was generally associated with negative behaviour and lower organisational performance.Although the differences in perceptual tendencies suggested by that these findings apply to Japanese aid managers; however, as human nature is universal, positive perception and behaviour should bring out positive output in most organisations. It is recommended that there is a need for people-related and cross-cultural management skills to ensure successful future activities, and stress management competencies to maintain positive managerial perception on the part of aid workers.en_US
dc.description.sponsorshipJapan/World Bank Graduate Scholarship Program (JJ/WBGSP).en_US
dc.language.isoenen_US
dc.rights© 2010 Inamori, T. This work is licensed under a Creative Commons Attribution-Non-Commercial-Share-Alike License (http://creativecommons.org/licenses/by-nc-nd/2.0/uk).en_US
dc.subjectManagerial perceptionen_US
dc.subjectBehaviouren_US
dc.subjectDevelopmenten_US
dc.subjectPerformanceen_US
dc.subjectCross-cultural interactionen_US
dc.subjectPygmalion effecten_US
dc.subjectJapanen_US
dc.subjectInternational Cooperation Agency (Japan)en_US
dc.subjectOrganisational performanceen_US
dc.subjectCross-cultural projectsen_US
dc.subjectAid workersen_US
dc.titleAn exploration into managerial perception and its influence on performance in cross cultural setting. The case of Japan International Cooperation Agency's support for development.en_US
dc.type.qualificationleveldoctoralen_US
dc.publisher.institutionUniversity of Bradfordeng
dc.publisher.departmentDevelopment and Economic Studiesen_US
dc.typeThesiseng
dc.type.qualificationnamePhDen_US
dc.date.awarded2010
refterms.dateFOA2018-07-19T05:12:11Z


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