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Introduction
With new technological advancements, there is quicker, more convenient, and more handy transportation, more speedy communications, and a larger number of organizations that can share and gain access to information through network links. Internationally, the markets of developed countries become saturated. There is less growth in these countries, and they are hoping for more exports and new markets. The result is increased globalization ([28] Kotter, 1996). In this environment, organizations that are aware cross-cultural values would gain competitive advantages over their rivals. However, differences of cultural values create conflict between managers or employees from different cultures. Organizations can be more effective in conducting successful business globally and can easily resolve arising conflicts if values and management practices of other cultures are studied and known ([17] Elsayed-Elkhouly and Buda, 1997). Learning cross-cultural management practices becomes crucial for organizations' success in this uncertain global economy ([21] Hodgetts and Luthans, 2003). Globalization and the expanding involvement in international business have also created the need to generate data for comparative analysis. More understanding of cross-cultural practices and knowledge about foreign environments and cultures are essential to success in the global economy. Jordan is experiencing an unprecedented level of private capital flows, especially foreign direct investment FDI (in banking, mining, real estate, and telecommunications) that could reach US$5 billion this year. While many countries invested in Jordan US investment reached 22 projects worth 29 percent of the DFI in Jordan ([26] International Monetary Fund, 2006).
The purpose of this study was to compare the perceptions of American managers and Jordanian managers about trust and belief in employees' job and psychological readiness, as well as their perception of the participation of employees in decision making.
This study contributes to the body of knowledge in the field of management; it may be of potential value of management practices cross-culturally. It examines fundamental managerial issues such as trust and participation between superiors and subordinates. This study attempts to fill gaps in the literature and to extend the existing research on Arabian management styles.
Literature review
Theoretical background
Giving people the authority to make decisions, share their ideas, have influence, and be responsible will lead to success ([18] French and Bell, 1999). Employee participation has moved to the center of organizational restructuring....