Cooperativeness and Advancement of Managers: An International Perspective

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Abstract
This article examines the relationship between cooperative tendencies of middle managers and their rate of advancement in organizational settings. Data was collected by means of three independent simulation exercises, which were administered in 12 national groups. Altogether, 700-2000 managers participated, depending on the specific exercise. The results indicate that, on a global basis, organizations seem to reward their managers more for noncooperativeness than for cooperativeness, but national differences are important. In Scandinavia and Japan positive correlations between cooperativeness and rate of advancement outnumber the negative ones, and in the United Kingdom and the Netherlands they are equal. It is suggested in the conclusions that probably cooperative managers as such are often not considered most effective by their superiors. However, there is need for further elaboration of the contingency perspective which focuses on critical circumstances that influence the outcome of the cooperative behavior of managers.

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