Emerald Group Publishing Limited
Leadership, decision making, selection, and negotiations
Article Type: Editorial From: Journal of Technology Management in China, Volume 8, Issue 3
Welcome to Volume 8 Issue 3. We currently have moved up to an h-index of 15 and a g-index of 20 with a total of 757 citations – an increase of over 88 citations since the last issue. In this issue we have four exciting articles – including two by Professor Bahaudin G. Mujtaba. We begin the issue with “Task and relationship orientation of Chinese students and managers in the automotive industry by Bahaudin G. Mujtaba of Nova Southeastern University, Hongmin Cai of ChangAn University, Yunshan Lian of Nova Southeastern University, and Han Ping of The School of Management at Xian Jiaotong University. The purpose of their paper is to study the management approach of automotive industry managers and students in China. They compare the leadership orientation of 200 working managers with 181 graduate students in the automotive industry. They found that the Chinese respondents from the automotive industry have significantly higher scores on the relationship-orientation than task-orientation and that managers have significantly higher scores on both dimensions of leadership. Similarly, the female respondents in China had similar scores as their male colleagues.
The second article is “The second generation in a family business: an agent of change or continuator of family tradition? by Izabela Koładkiewicz of Kozminski University. She seeks to identify the role of the first and second generations in the process of internationalization of a family business active in the SME sector in Poland. She conducted six case studies and found that it was the first generation that was responsible for making decision and undertaking operations in the first phase. With time, that generation kept only decision – related responsibilities. The second generation tends to continue tradition rather than being an agent of change. She seeks to relate this to whether or not these results might also be applicable to China.
The third article is “When P-J fit and P-O fit meet Guanxi in a Chinese selection context by Wan-Yu Chen of TransWorld University, Mei-Ling Wang of HungKuang University, and Bi-Fen Hsu of National Yunlin University of Science and Technology, was supported in part by National Science Council under the Grants NSC96-2416-H-224-001-MY2. They argued that human resource management has great distinctions in different cultural contexts and that past researches have increasingly discovered the differences between Eastern and Western perspectives. Chinese bosses usually employ acquaintances and relative bases on accumulated favors and relationship intensity in Chinese society. They investigated the relative importance of P-J fit, P-O fit, and Guanxi when Chinese recruiters judge the qualifications of job applicants. To test their hypotheses, they used a policy capturing methodology. The design enabled them to infer the way that managers integrate different indices of selection in making decisions. The results indicate that P-J fit, P-O fit and Guanxi all have a unique impact on managers hiring decisions in Chinese society, and P-J fit is weighted more heavily than P-O fit and Guanxi.
In the final paper “Negotiating with modern Chinese professionals: a review of cultural considerations and cyberspace communication Bahaudin G. Mujtaba highlights the importance of proper planning when negotiating with Chinese business professionals. The paper emphasizes face-to-face interaction more so than internet negotiations since relationship building is very important for Chinese negotiators. It appears that the Chinese professionals initially focus on relationship and trust building before making any major deals. As such, traditional means of negotiations are preferred. Also, it should be noted that renegotiations are fairly common, even after a contract has been signed. A four-step negotiation model is recommended for negotiating with Chinese professionals. Foreigners doing business in China must understand the local norms prior to undertaking any major negotiations. It is best to negotiate through face-to-face format with ones Chinese partners rather than relying on cyberspace technologies. The author invites those readers who have practical experience in negotiating with Chinese professionals to discuss any of the suggestions presented and make further recommendations to the author for future papers in following the four-step negotiation model presented in this paper. He welcomes all suggestions for future research and practice and as editor-in-chief I invite individuals to respond to this paper in writing and the author shall be allowed to respond. Are there differences in terms of preferred negotiation styles in different areas of China or in different industries? How might technological changes influence negotiation styles and strategies that could be appropriate?
Shawn M. Carraher