Effects of national culture on group decision making: a comparative study between Thailand and other Asian countries Online publication date: Tue, 14-Feb-2017
by Monvika Phadoongsitthi; Nopadol Rompho; Chiaki Iwai; Mitsuru Morita
International Journal of Economics and Business Research (IJEBR), Vol. 13, No. 2, 2017
Abstract: This study examines group decision making by employing a business simulation game. We investigate whether differences in individual countries' business cultures determine the distinguishing features of group decision making. In particular, this study compares groups categorised by agent, strategy, and the population of agents. Group characteristics are analysed based on the ranking by Hofstede (1980), along four dimensions - power distance, individualism, masculinity, and uncertainty avoidance, of Japan, China, Hong Kong, and Thailand. The four experiments were conducted locally with graduate students at business schools in Japan, China, Hong Kong, and Thailand. The results show that there are differences in the approach to cooperation among teams from each country as we hypothesised and that country-specific variables are the source of differences in behaviour. The research findings have implications of cultural dimensions on business practices and managerial behaviour.
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