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Article
Publication date: 22 November 2011

Wang Xueli and Ma Lin

The purpose of this paper is to investigate the changes of Chinese business managers' values for the last three decades since the open door policy. Moreover, the paper discusses…

1033

Abstract

Purpose

The purpose of this paper is to investigate the changes of Chinese business managers' values for the last three decades since the open door policy. Moreover, the paper discusses the mix picture, which combines Western and Eastern values, and its influence on management practice.

Design/methodology/approach

Via the seven “value dilemmas” regarding the value dimension proposed by Hampden‐Turner and Trompenaars, the authors surveyed Chinese enterprise managers in 2000 and 2009, then analyzed and compared the data from the questionnaire and the other findings in order to explore the changes of Chinese managers' value system.

Findings

First, the value system of Chinese enterprise managers is subjected to dual influence from Western management philosophy and Eastern traditional philosophy. The value system shows significant consistency. The Chinese managers remain amazingly consistent in their value systems, except one changed dimension – “outer direction” in 2009, and “inner direction” in 2000. Second, the mix picture of Chinese business managers' value system has traditional Eastern philosophy characteristics, such as “particularism”, “diffusion”, “communitarianism”, “synchronous time”, besides, this picture also has “achieved status” and “equality” features which is the result of the influence of open‐door reform. Third, this mix picture of value system forms a great part of Chinese companies' management practice: the “Eastern part” plays a great role in decision making regarding strategy and people issues; meanwhile, the “Western part” works well at operation level and application of specific management tools.

Originality/value

This is the first study to discover the invisible driver behind Chinese management, namely the value system of the business managers, since their value system deeply influences the managerial decision making, as well as the daily operations. The paper's findings provide a new perspective to interpret Chinese management style and explain the management reality in this fast‐growing economy. The paper also adds evidence in the study of the relationship between managerial values and management practice.

Details

Chinese Management Studies, vol. 5 no. 4
Type: Research Article
ISSN: 1750-614X

Keywords

Book part
Publication date: 18 April 2012

Jarrett H. Shalhoop and Michael R. Sanger

In this chapter we explore the nature of leadership in Mainland China in two studies using personality and personal values data of Mainland Chinese managers and executives. This…

Abstract

In this chapter we explore the nature of leadership in Mainland China in two studies using personality and personal values data of Mainland Chinese managers and executives. This perspective provides insight into the leadership prototypes that exist in Chinese culture and the behaviors that signal leadership to other members of the culture. In the first study, we compare the personality and values profiles of Mainland Chinese managers to those of managers in the United States, Germany, and Australia, representing some of China's largest economic trading partners. These comparisons suggest a distinctive leadership prototype for Mainland Chinese managers characterized by more cooperative behaviors, a high concern for managing one's own image and an emphasis on execution and task focus. Certain characteristics in the leadership prototypes were linked to the Chinese concepts of “face” and “guanxi.” The second study examined differences in leadership prototypes within Mainland China by comparing the profiles of Chinese managers working for multinational corporations (MNCs) with those working for State-Owned Enterprises (SOEs). The findings in this study revealed a pattern of SOE managers conforming more closely to the Mainland Chinese leadership prototype found in Study 1. The profile for MNC managers, where different, often differed in the direction of closer resemblance to more “Western” leadership profiles. The implications of the findings from each study and future research directions are discussed.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78052-002-5

Article
Publication date: 1 February 2002

Romie F. Littrell

This monograph reports and compares “desirable” leadership traits, and leadership traits actual exhibited by managers and supervisors as defined by responses on the original…

14193

Abstract

This monograph reports and compares “desirable” leadership traits, and leadership traits actual exhibited by managers and supervisors as defined by responses on the original English and a Chinese language translation of the Ohio State University leadership behaviour description questionnaire XII (LBDQ XII). From anecdotal evidence and personal experience, the researcher found considerable difficulty in transferring research results from Hong Kong, Taiwan and Singapore to useful practice in the interior of China and performed this study in an attempt to gain understanding for management training courses. Data was collected for 220 managers and supervisors in two hotels in the interior of China. Both expatriate and indigenous Chinese managers were included. All supervisors were Chinese. A significant (p < 0.05) difference between Chinese and non‐Chinese expatriates was observed for factor: Tolerance of Freedom, interestingly, with the Chinese managers indicating more tolerance of freedom than the expatriate managers. Nonetheless, Chinese supervisors believed the ideal manager should be even more tolerant of freedom than their managers (p < 0.01).

Details

Journal of Management Development, vol. 21 no. 1
Type: Research Article
ISSN: 0262-1711

Keywords

Open Access
Article
Publication date: 29 July 2020

Anna Aleksandra Lupina-Wegener, Shuang Liang, Rolf van Dick and Johannes Ullrich

Building on social identity theory, the purpose of this paper is to examine how European managers construct their multiple identities after being acquired by a Chinese firm and to…

2253

Abstract

Purpose

Building on social identity theory, the purpose of this paper is to examine how European managers construct their multiple identities after being acquired by a Chinese firm and to determine the key factors contributing to the changing dynamics of multiple organizational identities.

Design/methodology/approach

The paper presents a qualitative, single case study of a Chinese acquisition of a European manufacturing firm at two points in time.

Findings

We find that multiple identities initially trigger ambivalence toward the acquisition, but over time, the ambivalence diminishes. The reduction of ambivalence results from concurrent integration and separation: a newly constructed boundary spanning the organization separates positive identities from negative ones, and integration interventions foster the development of a new, shared identity.

Originality/value

The findings reveal that organizational identity change is facilitated by the aligning of a post-merger identity with the acquired organization's historical identity and by creating an ambivalent boundary spanning identity.

Details

Journal of Organizational Change Management, vol. 33 no. 7
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 17 October 2019

Zhe Sun and Liang Zhao

Building trust is critical in reverse mergers and acquisitions (M&As), attributed to the divergence of governance and culture between the East and the West. This paper aims to…

Abstract

Purpose

Building trust is critical in reverse mergers and acquisitions (M&As), attributed to the divergence of governance and culture between the East and the West. This paper aims to explore the barriers and trust-building practices of Chinese managers in reverse M&As in developed countries.

Design/methodology/approach

The primary data set of this research contains case studies of two Chinese M&A deals and in-depth interviews with managers and advisories in the Netherlands.

Findings

This research finds that the divergences of decision-making structure, communication style and trust orientation generate barriers to the trust building in Chinese reverse M&As. The third-party advisory participation helps to build cognition-based trust of acquired company managers on Chinese acquiring company managers through providing information and explanation, fitting Chinese buyers in the Western M&A procedure and offering communication. It also helps to build affect-based trust through bridging the divergence of trust orientation and filling the cultural voids. Meanwhile, the invisible integration helps to build cognition-based trust through maintaining the core business, offering great help to acquired companies for their business expansion and selecting the business collaboration areas in the long term. It also helps to build affect-based trust through granting a high degree of governance independence and enabling a balanced status in acquired companies.

Originality/value

This research unveils the “black box” of Chinese reverse M&As from an inter-personal trust perspective and advances the nuanced understanding of trust and trust-building practices in Chinese reverse M&As. It also provides practical tools for both Chinese companies and acquired companies in developed countries.

Details

Chinese Management Studies, vol. 14 no. 1
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 10 December 2018

Katiuscia Vaccarini, Christoph Lattemann, Francesca Spigarelli and Ernesto Tavoletti

The purpose of this paper is twofold. First, to analyze the impact of Chinese managers’ psychic distance (PD) with Germany on their businesses; and second, to investigate whether…

Abstract

Purpose

The purpose of this paper is twofold. First, to analyze the impact of Chinese managers’ psychic distance (PD) with Germany on their businesses; and second, to investigate whether managers’ previous experiences affect their PD.

Design/methodology/approach

A multiple case study research design is adopted. It is based on six Chinese companies that have recently entered Germany through FDI.

Findings

PD influences the decision making of Chinese FDI to Germany, it has an impact on Chinese businesses in Germany on 4 out of 12 dimensions, namely, legal, political, cultural aspects as well as language. Managers with no international experience (study, work, foreign investment practice) perceive a higher impact of PD dimensions on business with the host country, whereas the opposite is true for experienced ones.

Originality/value

While extensive research has been conducted on the PD construct under the point of view of the differences between the home and host country’s characteristics, this paper sheds lights on the impact of pre- and post- periods of investment, as well as over international experiences of managers investing abroad. It examines the environmental industry for Chinese FDI to Germany.

Details

International Journal of Emerging Markets, vol. 14 no. 1
Type: Research Article
ISSN: 1746-8809

Keywords

Article
Publication date: 7 September 2022

Keisuke Kokubun and Misako Yasui

As China attracts more and more foreign enterprises today, it is getting more important to consider how to enhance the organizational commitment (OC) of host country employees…

Abstract

Purpose

As China attracts more and more foreign enterprises today, it is getting more important to consider how to enhance the organizational commitment (OC) of host country employees. This paper aims to examine the differences in the relationship between OC and rewards among Chinese managers and Japanese expatriates who work for Japanese manufacturing companies in China.

Design/methodology/approach

Hierarchical regression analysis was used to analyze survey data gathered from 539 Chinese managers and 354 Japanese expatriates working for a total of 19 Japanese manufacturing companies in China.

Findings

The findings reveal that, for Chinese managers, role clarity had a stronger influence and autonomy had a weaker influence on OC than for Japanese expatriates. A possible reason is the ethnocentric culture of Japanese companies that leads to Japanese expatriates not sufficiently empowering local human resources. Moreover, there was no difference between senior- and junior-level Chinese managers in the association of any kind of reward with OC.

Research limitations/implications

The most significant limitation concerns its generalizability. The authors recommend that future research use other nations' expatriates as reference groups to objectively clarify the characteristics of Chinese workers, thus testing the validity of this research.

Practical implications

The results of this research may be used to reshape future human-resource-management practices in several types of the company located in China to facilitate attracting and employing the employees most able to make long-term contributions to the company.

Originality/value

Although previous research has elucidated OC–rewards relation in particular countries, it has not met the potential requirements of the expatriates who face the difference in OC–rewards relation with host country national managers. In this sense, to the best of the authors’ knowledge, this research was the first attempt to tackle this theme by contributing to the literature.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 11 no. 3
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 1 July 1994

Zhong‐Ming Wang and Takao Satow

HRM and decision‐making patterns can affect the overall effectiveness ofjoint ventures. Discusses the results of case studies ofChinese‐Japanese and wholly Japanese ventures in…

1993

Abstract

HRM and decision‐making patterns can affect the overall effectiveness of joint ventures. Discusses the results of case studies of Chinese‐Japanese and wholly Japanese ventures in China. Proposes that the Japanese managerial strategies may be more suited to building the new management norms in the initial phases of the joint venture while the Chinese managerial style ensures continued progress, within the Chinese cultural context, in the more advanced stages of the joint venture.

Article
Publication date: 22 April 2012

Fang Lee Cooke and Debi S. Saini

This paper aims to investigate diversity management (DM) practices in China and India by analyzing formal DM policy (if one exists) adopted by the company and informal DM…

3329

Abstract

Purpose

This paper aims to investigate diversity management (DM) practices in China and India by analyzing formal DM policy (if one exists) adopted by the company and informal DM practices adopted by managers. It also aims to discuss the appropriateness of the US‐originated notion of, and approach to, managing diversity in the Indian and Chinese contexts by exploring how local managers make sense of diversity and manage it in a pragmatic way.

Design/methodology/approach

The authors adopted a qualitative approach. In particular, through a semi‐structured interview design, qualitative data were collected from 16 Chinese and Indian middle and senior managers and four human resources (HR) director of regional headquarters of foreign multinational firms. The data were supplemented by secondary data from a wide range of sources, including government reports and media coverage to extend contextual understanding.

Findings

The paper reveals that most Chinese organizations do not see DM as an issue. Where exists, its focus is on conflict avoidance rather than value‐addition to the business. In contrast, managing diversity in India is of greater significance for firms, both legally and financially. Compared with their Chinese counterparts, the Indian managers are much more familiar with the notion of diversity. They are more informed and articulate about diversity issues in their country and organization. DM as a softer approach to human resource management (HRM) has yet to feature as an espoused HR strategy in Chinese and Indian firms.

Research limitations/implications

The paper shows that the starting point and the process of DM in the Chinese and Indian contexts are different from that in the Western contexts. Institutional contexts and cultural traditions are essential to understanding DM issues and likely solutions. Small sample size in the study may limit the generalization of the findings.

Practical implications

The paper has a number of implications for Western multinational corporations that have operations in China and India and intend to adopt a global HR strategy and roll out their DM initiatives to subsidiaries in different parts of the world. It also has implications for Chinese and Indian owned multinational companies operating in the western contexts.

Social implications

Sources of discrimination and inequality at both macro and micro levels were identified in China and India. The paper also highlights areas for DM to improve leadership skills and organizational performance. The findings may inform policy making and the formulation of organizational strategy, contributing to the elimination of inequality and enhancing employee commitment and productivity.

Originality/value

The paper fills a gap in the DM literature on China and India through a comparative lens. It highlights the contextual differences in political, economic, cultural and social aspects between China and India and between these two and the Western contexts, including the USA and the UK, where the concept of DM as part of the strategic HRM was originated and popularized.

Details

Journal of Chinese Human Resources Management, vol. 3 no. 1
Type: Research Article
ISSN: 2040-8005

Keywords

Article
Publication date: 1 February 1995

Xuejian Yu

This paper presents an analysis of interview data and field notes from participant observation collected during a four‐month period to discover different work‐related cultural…

Abstract

This paper presents an analysis of interview data and field notes from participant observation collected during a four‐month period to discover different work‐related cultural assumptions between Chinese and American co‐workers in a multicultural organization. The paper also addresses how those different cultural assumptions which guide the ways Chinese and American workers conceptualize their jobs and job behaviors lead to conflict as the employees go about their daily business. The contrasting cultural assumptions discussed in the paper are (1) Chinese and American views of the role of manager and the practice of “managing,” (2) Chinese and American conceptualizations of good service, and (3) Chinese and American perspectives of compensation. Finally, the paper discusses some theoretical and methodological implications of the current study and its research method for future studies of cultural and conflict in multicultural contexts.

Details

International Journal of Conflict Management, vol. 6 no. 2
Type: Research Article
ISSN: 1044-4068

1 – 10 of over 37000