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

Corinne Post, Nancy DiTomaso, George F. Farris, Rene Cordero

Research output: Contribution to journalArticlepeer-review

6 Scopus citations

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.

Original languageEnglish (US)
Pages (from-to)225-246
Number of pages22
JournalJournal of Engineering and Technology Management - JET-M
Volume26
Issue number4
DOIs
StatePublished - Dec 2009

All Science Journal Classification (ASJC) codes

  • Industrial relations
  • Engineering(all)
  • Strategy and Management
  • Management Science and Operations Research
  • Information Systems and Management

Keywords

  • Asians
  • Chinese
  • Engineers
  • Indians
  • Scientists

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