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1 – 10 of 17With the rapid development of economic reform and organizational change, management education and development has become an increasingly important topic among Chinese…
Abstract
With the rapid development of economic reform and organizational change, management education and development has become an increasingly important topic among Chinese universities, governmental departments as well as industrial organizations. The transformation of the Chinese state‐owned management systems into a market‐oriented shareholding system, the nationwide organizational reform and downsizing movement among state enterprises, the development of international joint ventures and wholly‐owned companies, and the increasingly urgent needs for professional training call for innovative approaches to management education in China. This article presents some current models of management education and innovative strategies for facilitating training and development in Chinese enterprises.
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Reports the results of an interview and field survey study onmanagement issues in 25 Sino‐foreign joint‐venture companies. Jointventures are shown to have three special…
Abstract
Reports the results of an interview and field survey study on management issues in 25 Sino‐foreign joint‐venture companies. Joint ventures are shown to have three special characteristics: transformation, system and management. Compatibility issues, in terms of values, motives, leadership styles, are cultural, social and structural. Proposes three managerial psychology strategies to improve management of joint ventures further. Suggests some useful predictors and criteria for the assessment and evaluation of joint‐venture effectiveness.
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Zhong‐Ming Wang and Takao Satow
A change in leadership styles is a key characteristic of joint ventures.Overseas managers often use an adaptation of their home culture.Discusses the findings of the survey…
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A change in leadership styles is a key characteristic of joint ventures. Overseas managers often use an adaptation of their home culture. Discusses the findings of the survey presented in the previous article in terms of leadership styles and their resulting organizational effectiveness in joint ventures with different structural features. Presents four functional dimensions of leadership style: expectancy; sentiment; informativeness; and trustworthiness. Indicates these are particularly crucial for international joint ventures where cultural and managerial compatibility is most important in achieving organizational success.
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Zhong‐Ming Wang and Takao Satow
Social and psychological factors such as self‐responsibility andcollectivist value orientation are crucial to understanding the dynamicsof joint venture management. Tests the…
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Social and psychological factors such as self‐responsibility and collectivist value orientation are crucial to understanding the dynamics of joint venture management. Tests the hypothesis that structural factors influence the socio‐psychological orientation of managers in terms of self‐responsibility and collectivist values which, in turn, affects the performance of companies. Discusses the findings from interviews and questionnaires with 151 top and middle managers from 72 companies. Found that top managers have a higher internally determined self‐responsibility and a stronger group adaptation value orientation than middle managers. These factors are crucial indicators of managerial performance in joint ventures. Therefore the results support the hypothesis.
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Reports the results of a field study on managerial decision making andcompetence utilization in Chinese enterprises. The results showed thatthe participative decision making had…
Abstract
Reports the results of a field study on managerial decision making and competence utilization in Chinese enterprises. The results showed that the participative decision making had positive effects on both morale and decision quality and that the decision skill utilization had a very close relationship with job satisfaction. It also demonstrated that the measure of influence/power‐sharing was an appropriate indicator for decision‐making patterns in the Chinese circumstances. Discusses implications of the results and proposes a process model of managerial decision making.
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Takao Satow and Zhong‐Ming Wang
The focus of human resource management has shifted from traditionaltopics to concepts such as globalization and international strategy.Management styles of Chinese‐Japanese and…
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The focus of human resource management has shifted from traditional topics to concepts such as globalization and international strategy. Management styles of Chinese‐Japanese and Chinese‐foreign joint ventures have been important areas of HRM research. Modern Chinese HRM practices and thinking are rooted in the cultural traditions of the country. Japanese cultural and geographical history has affected its business practices. Discusses Chinese and Japanese cultural characteristics in relation to business management and reviews the research literature. Presents the research study of Chinese‐Japanese joint venture management on which other articles by the same authors are based.
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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…
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.
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