The effects of decision-making style on openness and satisfaction within japanese organizations

Lea P. Stewart, Stella Ting-Toomey, William B. Gudykunst, Tsukasa Nishida

Research output: Contribution to journalArticle

14 Scopus citations


Although decision-making style and openness have been well-researched in North American organizations and popular folklore contends that Japanese managers use a more participative decision-making style that leads to open communication, little research has been conducted by communication researchers in this area in Japanese organizations. This study examines the influence of decision-making style on communication openness and satisfaction in Japanese organizations. Two hundred ninety-seven employees of Japanese organizations were surveyed in Japanese to determine their preferred managerial decision-making style and the actual decision- making style of their supervisors. In addition, they were asked to rate their supervisors' message-sending and message-receiving openness and their satisfaction with various facets of their jobs and their organizations. Overall, Japanese employees preferred persuasive or consultative managerial decision-making styles and were more satisfied when there was a congruence between their preferred decision-making style and the decision-making style of their manager.

Original languageEnglish (US)
Pages (from-to)236-251
Number of pages16
JournalCommunication Monographs
Issue number3
StatePublished - Sep 1986

All Science Journal Classification (ASJC) codes

  • Communication
  • Language and Linguistics

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