Sources of differences between Chinese, Indian, and Caucasian scientists and engineers: Evaluations of managerial potential

Document Type

Article

Publication Date

12-1-2009

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. © 2009 Elsevier B.V. All rights reserved.

Identifier

70949084089 (Scopus)

Publication Title

Journal of Engineering and Technology Management Jet M

External Full Text Location

https://doi.org/10.1016/j.jengtecman.2009.10.001

ISSN

09234748

First Page

225

Last Page

246

Issue

4

Volume

26

Fund Ref

Alfred P. Sloan Foundation

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