19. Basadur, M.S.,
Wakabayashi, M., and Takai, J. (1992). Training effects on the
divergent thinking attitudes of Japanese managers. International
Journal of Intercultural Relations, Vol. 16, 329-345.
Abstract
A field experiment made a preliminary investigation of the effects of
training Japanese managers in creative problem solving. Two attitudes
associated with divergent thinking practice (an important aspect of
creative problem solving) were measured before and after training.
This research establishes the Japanese translations of the two
attitudinal measures. It also indicates that the applicability and
receptivity of the paradigms and methods of the training provided may
be at least as strong in Japanese business and industry as found in
previous North American research. The experimental group (n = 60)
showed significant gains on both measures versus two control groups.
Compared to North American managers from similar studies, the Japanese
managers appear to make at least equal gains after training. Future
directions for research include extending the training effect
investigation beyond attitude changes to include behavior changes and
longer term persistence and portability to the job.
