Sources of differences between Chinese,Indian, and Caucasian scientists and engineers: Evaluations of managerial potential |
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Authors: | Corinne Post Nancy DiTomaso George F Farris Rene Cordero |
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Institution: | 1. Lehigh University, College of Business and Economics, United States;2. Rutgers Business School–Newark and New Brunswick, United States;3. School of Management, New Jersey Institute of Technology (NJIT), United States |
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Abstract: | This article proposes intrapersonal, interpersonal, and acculturation factors to help explain differences in evaluations of the managerial potential of Chinese, Indians, and U.S. Caucasians. Using data from 1658 scientists and engineers and their managers in 24 U.S. companies, we find that managers evaluate Indians (but not Chinese) to have less managerial potential and to be less effective at working with others than Caucasians. The absence of insecurity in Indians’ self-reported English fluency appears to be detrimental to the evaluation of their managerial potential. In contrast, Indians who report high managerial aspirations receive less harsh evaluations of their managerial potential. We discuss the implications of our findings for future research and practice. |
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