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This paper aims to trace the historical roots of African American management by examining managerial practices and experiences described in the letters of Benjamin Thornton Montgomery, a former slave who eventually became manager and, ultimately, owner of the Hurricane plantation.

The method used is the historical archival method of analysis, primarily the examination of a series of letters written by Montgomery during the 1865‐1870 time periods. These letters, which document the foundation and emergence of African American management during the Emancipation age, are for the first time presented as a source of management history.

Contrary to traditional thoughts of the insignificance of the plantation era to the history of management, the analysis indicates that Montgomery's management practices were quite sophisticated as they incorporated classical management principles of planning, delegation, leadership, and control.

This paper provides insights concerning the historical roots of management practices during the African American Emancipation period which could provide contemporary managers with a more realistic foundation of management practice.

The principal contribution of this investigation is the historical awareness of the documented roots of African American management represented by Montgomery's competence and perseverance to manage effectively while withstanding impeding racial attacks.

The purpose of this paper is to examine if the knowledge spillover effect from foreign direct investment (FDI) inflow exists as well as its possible channels in China, and makes some policy suggestions.

Based on the literature review, the paper sets a panel data model to empirically examine if the knowledge spillover effect of FDI inflow exists in China, using data from 28 manufacturing industries during 2001‐2005.

The empirical results show that FDI played a positive role in China's knowledge creation and management in the sample period. At the same time, the demonstration effect and labor mobility effect served as the channels to yield beneficial results while the competition effect produced undesirable impact. However, the effect of these three channels on China's knowledge creation was very weak. Instead, the knowledge creation in China was still dependent on the input of R&D by domestic firms.

Owing to the data limitation, this paper only adopted data from large and medium enterprises to examine the spillover effect of FDI on the knowledge creation, and thus the conclusions may not be applicable to small enterprises.

Most of the present studies only examined the existence of knowledge spillover effect, without investigating econometrically its channels. Using the latest industry‐level panel data, this paper examines both the existence of knowledge spillover and its main spillover channels empirically.

The purpose of this paper is to present, analyze and discuss the case of AT&S, Europe's largest and most technologically advanced producer of printed circuit boards and one of the most successful Austrian‐based global players..

The paper focuses on the company's strategy and its global integration, its structure in terms of decentralisation, its organizational culture, and how the corporate approach towards knowledge management and cross‐site knowledge transfer is attuned to these premises. The paper encoded nine qualitative, semi‐structured interviews with top managers of the Austrian headquarters and two subsidiaries in Asia according to a system of categories and integrated the results for three interviews per site to an assessment on unit level. Then the three units were again merged and combined to an analysis on the company level.

Discussing the knowledge flows among the three sites and also the mechanisms of knowledge transfer across organizational and national borders at AT&S, the paper concludes that high‐tech companies do not need knowledge management to be successful.

Path dependencies of international case studies might reduce transferability of results to other industries or national cultures.

A focus on centralized product development and a supportive management information system guarantees global leadership and the capturing of benefits from subsidiaries in different markets.

This comprehensive case study shows that high‐tech companies do not necessarily require an elaborate knowledge management system, because the expertise transferred is built in the products.

The purpose of this paper is to provide a comprehensive definition of green management. In the quest to systematically develop an inclusive definition, it seeks to take an exploratory approach to investigate the existing literature on green management from three different perspectives: first, tracing the history of how this concept emerged over time; second, considering the practices in which green organizations actually engage, focusing specifically on one company that has been recognized and honored for its extraordinary efforts toward sustainability; and third, reviewing the current developments in critical theory related to environmental issues and business.

This exploratory review of the literature uses a tripartite approach to forge a sound definition and conceptualization of the term green management. Exploration of green management from the three angles mentioned revealed some commonalities and consistencies in the terminology and concepts. Factors common to the three perspectives were included in the proposed definition of green management.

The ultimate product of the review is a comprehensive definition of green management. The identification of several commonalities using a tripartite approach lends support to the proposed definition and indicates to both researchers and practitioners that certain factors should not be ignored when attempting to study or practice green management.

To the authors' knowledge, green management has never been collectively reviewed from these three perspectives and the systematic approach resulted in a comprehensive definition that can help coordinate future research efforts around a common conceptualization.

The purpose of this paper is to examine the impact of education, in particular, the Master of Business Administration (MBA), on China's continual development and economic growth. This paper concerns itself with the “software” necessary to effect a qualitative transformation – education. MBA education's growth in China is reflective of the significant shortages of managerial expertise, but the MBA's roots in and transfer to China does not necessarily make it an agent of economic transformation and modernisation. This paper suggests that the MBA education's conceptual base and preoccupation, as well as Chinese managerial practices, may render management in China more rational and even, more efficient, but not necessarily more creative.

The paper draws on a critique of MBA education and the critical role played by communities in fostering creativity in building its claims, and presents an overview based on analysis of research materials.

This paper stresses the importance of keeping up with creativity and the emerging new global paradigms of the business environment. Managing and developing for “creativity” has become an important strategic instrument for firms and states to improve their competitiveness and create wealth. The paper examines the impact of education, in particular, the MBA on China's continual development and economic growth and argues that there is a preoccupation with techniques and assumes that creativity can be uni‐linearly transferred. The paper further points out that a “creative” economy and society needs appropriate infrastructures, strategies and mechanisms. Educational institutions offering business education need to be mindful of the limitations of their educational models and practices. Similarly, the Chinese need to be more reflective in their engagements with MBA education.

Critical areas are suggested that decision makers in government agencies, enterprises and international funding agencies need to address with respect if they are to effect “creativity” in China. Understanding that “creativity” is not one‐dimensional and uni‐linear will assist in enabling new possibilities and avenues of knowledge to be opened up and also in the development and nurturing of new institutions and practices necessary for creating a more dynamic and creative economy and society.

This paper critically assesses the transfer of “software” mechanisms into China which seek to transform its economy, and provides some observations and insights on creativity and its implications for China.

This paper attempts to explore the relativity of unique Chinese culture in the process of knowledge search, knowledge transfer and knowledge integration and put forward policy suggestions for practitioners.

A conceptual framework is proposed in order to analyze the influence of different dimensions of culture on knowledge flow. Foundational support for this framework is drawn from existing researches. Policy suggestions are presented based on the framework.

Ten propositions are demonstrated concerning how to facilitate knowledge flow efficiently with the mediation of cultural variations.

This paper concerns culture at national level only. Culture that varies at a lesser level, such as organizational or occupational culture, also has an influence on knowledge management.

Although cultural relevance in knowledge management is recognized, there is a lack of research with specific reference to the Chinese cultural context. This paper contributes in conceptualizing the analyzing framework and providing further insight into the complexity of cultural relevance in knowledge management in China.

The purpose of this paper is to explore knowledge sharing in a Chinese context and to examine the impact of some key contextual factors that affect knowledge sharing within project teams in the Chinese construction sector.

Self‐administered questionnaires were used in this study. Data were collected by surveying 222 managerial employees from different project teams in the construction sector in China. Regression analysis was then used to explore the relationship between different factors and the willingness to share knowledge. The potential influence of Chinese traditional cultures on this relationship was also explored.

This paper shows that within the Chinese context, explicit knowledge promotes knowledge sharing while tacit knowledge creates barriers to knowledge sharing in project teams. Moreover, trust is positively related to knowledge sharing but justice, leadership style, and empowerment do not influence whether employees will share knowledge among themselves in project teams.

While it is well known that knowledge management is critical to success, few studies have examined knowledge management in a Chinese context and little is known how the Chinese generate, codify, and transfer knowledge. This paper tries to bridge this gap by examining what affects knowledge sharing in project teams in China so as to help better understand knowledge management in this important emerging market and whether China can sustain its success in economic growth with effective knowledge management.

The purpose of this paper is to analyze whether, and how, foreign strategic investor entry to China conveys management expertise to domestic banks. Some observers are concerned that foreign investors will be reluctant to transfer their expertise to local partners, and few skills will be acquired by Chinese banks. At the same time, the trade‐off between China's access to banking skills and foreigners' access to Chinese customers will overwhelmingly favour the foreigners.

The discussion is based on authentic cases collected from the China Banking Regulatory Commission, various banks annual reports, and the China Financial Development Report. Cross‐border management knowledge transfer from global banks to emerging economies is the theoretical framework for analyzing strategic investment in bank cases.

The paper finds that there are some successes of management knowledge transfer from such investment, although foreign strategic investment is limited as a minority share in each local bank. Culture shock came at the first stage and syncretism later on.

The cultural shock and rigidity of traditional conception are an impediment in the transfer process. This paper shows that the initial conflict can be avoided.