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Fairness Management: China, Taiwan, Japan, And South Korea

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dc.contributor.author Wingate, Nikki
dc.date.accessioned 2017-03-30T19:30:30Z
dc.date.available 2017-03-30T19:30:30Z
dc.date.issued 2017-03-24
dc.identifier.uri https://scholarworks.bridgeport.edu/xmlui/handle/123456789/1861
dc.description.abstract In this chapter are discussed crucial theoretical underpinnings and critical contextual issues to be considered by successful managers to effectively manage fairness in East Asian countries of China, Taiwan, Japan, and South Korea. Relevant theories from social psychology, marketing, and organizational behavior are introduced to help readers better understand first the current status of fairness management in these countries and secondly how fairness in these countries must be managed in the future. A case on a Chinese customer’s complaint against Mercedes-Benz illustrates the lessons learned. en_US
dc.language.iso en_US en_US
dc.subject East Asia en_US
dc.subject Fairness en_US
dc.subject Management en_US
dc.title Fairness Management: China, Taiwan, Japan, And South Korea en_US
dc.type Presentation en_US
dc.institute.department School of Business en_US
dc.institute.name University of Bridgeport en_US
dc.event.location Bridgeport, CT en_US
dc.event.name Faculty Research Day en_US


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