Abstract
There has not been so much research on the comparison of decision-making processes between Chinese and Japanese in the project management field. This study has a purpose to clarify the commonality and the difference of decision-making processes in project management among Chinese, Chinese living in Japan and Japanese groups. We carried out this study by using a questionnaire, a connection test, and an interview. Many factors, such as personal factors (personality and leadership) and social factors (organizational, cross-cultural, and interpersonal), were analyzed to express the decision-making structure, and we found some distinctions, such as emphasis on ethics in Chinese, collectivism in Japanese, and retention of the two nationality features in Chinese living in Japan, as well as a common structure among the three groups. We also found that the factors of project success/failure had an effect on decision behaviors. The representative ISM structure of each nationality group (Chinese, Chinese living in Japan, and Japanese) was constructed using neural network models. We found out more common structures in project success than in project failure among the three groups. Moreover, we found that the Chinese group made much account of external factors, while the Japanese group considered internal factors important and the Chinese-in-Japan group had the both features mentioned above.
