The effects of cross‐cultural training on American managers in a Japanese‐American joint venture

Abstract

This research examined the impact of the training on American managers in the following areas: overall technical information exchange, overall contribution to company goals, uncertainty reduction and anxiety reduction. Two types of training were assessed. A quasi‐experimental pretest/posttest comparison group design was employed, and both questionnaire and interview data were gathered. Results suggested that the training significantly affected the managers’ exchange of technical information, uncertainty reduction and anxiety reduction. Training did not, however, significantly affect the overall level of perceived contribution of the managers to company goals. Findings also suggested that the combination of monocultural and joint (interactive) training was more effective than only the monocultural training.