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Cultural Influence, Questionnaire Formation and Manager Response in Sino-American International Joint Ventures


  • Steven Si
  • M. Ruhul Amin
  • John Cullen


This paper explores the differences in tendencies toward using middle-of-the scale responses between Chinese and American managers in Sino-American International Joint Ventures when questionnaire instruments were administered with an explicit midpoint. Results demonstrate that Chinese and American managers had different propensities to choose middle response alternatives when an explicit midpoint in questionnaire items was offered.

Suggested Citation

  • Steven Si & M. Ruhul Amin & John Cullen, 2003. "Cultural Influence, Questionnaire Formation and Manager Response in Sino-American International Joint Ventures," Journal of Chinese Economic and Business Studies, Taylor & Francis Journals, vol. 1(3), pages 319-325.
  • Handle: RePEc:taf:jocebs:v:1:y:2003:i:3:p:319-325
    DOI: 10.1080/1476528032000108580

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    References listed on IDEAS

    1. David A Ralston & David J Gustafson & Fanny M Cheung & Robert H Terpstra, 1993. "Differences in Managerial Values: A Study of U.S., Hong Kong and PRC Managers," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 24(2), pages 249-275, June.
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