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

Abstract

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.

Keywords:

• Midpoint Response
• International Joint Venture
• The Chinese Business Environment