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Relevant bibliographies by topics / Chinese managers

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Academic literature on the topic 'Chinese managers'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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Journal articles on the topic "Chinese managers"

1

Zhu, Hang, Chao C. Chen, Xinchun Li, and Yinghui Zhou. "From Personal Relationship to Psychological Ownership: The Importance of Manager–Owner Relationship Closeness in Family Businesses." Management and Organization Review 9, no. 2 (July 2013): 295–318. http://dx.doi.org/10.1111/more.12001.

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AbstractIntegrating theories of psychological ownership and stewardship, and taking a relational perspective, we examine key antecedents and outcomes of professional managers' psychological ownership in Chinese owner-managed family businesses. We tested the model using a survey of 166 Chinese professional managers (one from each of 166 family businesses). We find that owner–manager relationship closeness at work mediates the effect of both the owner's benevolent leadership and owner–manager friendship ties on the manager's psychological ownership. Psychological ownership, in turn, is positively related to the manager's intention to stay and to stewardship behaviour. Theoretical and practical implications are discussed.

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2

Copp, Tomasz. "DEALING WITH ANXIETY OF POLISH AND CHINESE MANAGERS." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 21, no. 4 (December 31, 2020): 211–24. http://dx.doi.org/10.5604/01.3001.0014.7994.

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Anxiety is one of the most important categories influencing the work of managers. A certain level of anxiety ensures that the manager is properly motivated. Inflated fear, in turn, negatively affects the work of the manager and so the entire enterprise. The aim of the article is to present the sources of managers anxiety and the areas of its occurrence as also to propose measures to reduce the anxiety of managers. The article presents an analysis of anxiety studies conducted among Polish and Chinese managers.

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3

Li, Wanli, Weiwei Gao, and Wei Sun. "Do Managers In Chinese Family Firms Learn From The Market? Evidence From Chinese Private Placement." Journal of Applied Business Research (JABR) 31, no. 2 (March 3, 2015): 471. http://dx.doi.org/10.19030/jabr.v31i2.9130.

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Recent empirical papers report managers learning in merger and acquisition (M&A) decisions and family control is central in many countries. Does learning exist in family firms financing decisions? Based on the announced private placements from Chinese family firms, we investigate the relation between managers final decisions in family firms and the market reaction to the announcement. Our analysis suggests that a non-linear relation exists between managers learning and family control. Managers generally learn from the market when making final decisions but family involvement can reduce this probability. Supplementary testing indicates that managers in family firms with low ownership are less likely to learn from the market than those in family firms with high ownership. Further analysis suggests that corporate governance can influence managers learning. Family member participation in purchasing the placed shares and serve as the top managers can make manager learning less likely when the ownership is low. Independent directors in family firms dont play their due role in supervising the behavior of managers and large shareholders.

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4

Warner, Malcolm. "How Chinese Managers Learn." Journal of General Management 16, no. 4 (June 1991): 66–84. http://dx.doi.org/10.1177/030630709101600406.

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5

Ang, Fenny, and Hwee Hoon Tan. "Trust building with Chinese host country nationals." Journal of Global Mobility 4, no. 1 (March 14, 2016): 44–67. http://dx.doi.org/10.1108/jgm-06-2015-0021.

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Purpose – Integrating the literature on trust building and cultural intelligence, the purpose of this paper is to understand how expatriate managers build trust with their host country nationals (HCNs) in China. Design/methodology/approach – Qualitative data collected via extensive interviews with 12 expatriate managers and 34 HCNs from seven multinational companies in Shanghai. Findings – The authors find that expatriate managers and HCN managers build trust via competence/ability at the onset. The trust relationship becomes stronger over time with the development of affect-based trust via cultural intelligence of the expatriate managers. Research limitations/implications – Implications for theory and practice following the results are discussed. Originality/value – This study used the cultural intelligence perspective to understand the trust building process. In addition this study interviewed both sides to the trust dyad; the expatriate manager and the HCN manager. Hence, it provides perspectives from both sides of the trust building process, one of the first studies to do so.

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Shih, Chih-Yu. "Chinese Managers' Motivation for Investment." China Information 7, no. 2 (September 1992): 47–55. http://dx.doi.org/10.1177/0920203x9200700205.

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7

Wharton, Robert, Inga S. Baird, and Marjorie A. Lyles. "Conceptual Frameworks Among Chinese Managers:." Journal of Global Marketing 5, no. 1-2 (November 22, 1991): 163–81. http://dx.doi.org/10.1300/j042v05n01_11.

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8

Cooper, David J., John H. Kagel, Wei Lo, and Qing Liang Gu. "Gaming Against Managers in Incentive Systems: Experimental Results with Chinese Students and Chinese Managers." American Economic Review 89, no. 4 (September 1, 1999): 781–804. http://dx.doi.org/10.1257/aer.89.4.781.

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We examine strategic interactions between firms and planners in China, comparing behavior between: (i) students and managers with field experience with this situation, (ii) standard versus increased monetary incentives, and (iii) sessions conducted “in context,” making explicit reference to interactions between planners and managers, and those without any such references. The dynamics of play are similar across treatments with play only gradually, and incompletely, converging on a pooling equilibrium. A fivefold increase in incentives significantly increases initial levels of strategic play. Games played in context generated greater levels of strategic play for managers, with minimal impact on students. (JEL D23, D8, C92)

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9

Tian, Xiaowen, Michael Harvey, and John W. Slocum. "The retention of Chinese managers: The Chinese puzzle box." Organizational Dynamics 43, no. 1 (January 2014): 44–52. http://dx.doi.org/10.1016/j.orgdyn.2013.10.006.

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10

CULPEPPER, ROBERT A., and CLYDE LOWERY. "SURVEY RESPONSE BIAS AMONG CHINESE MANAGERS." Academy of Management Proceedings 2002, no. 1 (August 2002): J1—J6. http://dx.doi.org/10.5465/apbpp.2002.7516876.

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Dissertations / Theses on the topic "Chinese managers"

1

Guan, Weiwei. "HRM in transition: Chinese HR managers talk." Thesis, University of Surrey, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.531367.

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2

Yeung, Wing-shun Vincent, and 楊永順. "Managerial styles of Chinese managers in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1986. http://hub.hku.hk/bib/B31263653.

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3

Fei, Yue. "Women managers' careers in a Chinese commercial bank." Thesis, University of Leicester, 2017. http://hdl.handle.net/2381/39667.

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China’s rapid economic growth since 1978 has made the country an important place to examine. This growth, though raising 800 million people out of poverty, has also created challenges for the state, one of which is how to integrate China into the global economy, and how to create understanding between distinct business practices. Increasing trade between China and the rest of the world has made it necessary to understand different cultural business practices to avoid conflict and misunderstandings. Another challenge for China is the increasing economic independence of women, which has resulted in the need to address gender inequality in the workplace in terms of women’s experience in their careers. This is a micro-ethnographic study of a Chinese bank in a medium sized city on the east coast of China, and I collected the data between July to September 2012. This includes over 492 hours of observation in the working practices of the bank, examination of 164 documents, and interviews with 51 managerial employees. The study focuses specifically on woman managers in the bank, and examines how they made their decision to work in banking, how their career developed and how they understand gender equality in the bank. It also examines whether they experience discrimination because of their gender, in what is usually regarded as a male dominated career. The study found that the women managers negotiate their gender positions moving between the established feminine and masculine characteristics in their role as managers depending on the context. However more relevant to the female managers is the cultural context of working in a Chinese bank. Guanxi was a prominent feature in this study; this was in terms of recruitment, promotion, discrimination and job allocation. The study argues that guanxi has adapted to the political, social and economic development of China, but continues to be essential for understanding Chinese culture and gender relations in the bank, which would be relevant in other industries in China. The implication is that to work with Chinese companies, other countries need to have a deeper understanding of how guanxi operates if they are able to successfully operate in a Chinese context. Furthermore, this study also postulates that traditional Chinese cultural values promote informal flexible work for women, protect their career progress during their maternity leave, encourage cooperation at work, and encourage commitment to the bank. This study contributes to the discussion on Chinese women’s career in management and argues that categories such as collectivism, individualism, feminism, and masculinity are too narrow for the complexity of the modern Chinese professional woman.

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Yeung, Wing-shun Vincent. "Managerial styles of Chinese managers in Hong Kong /." [Hong Kong : University of Hong Kong], 1986. http://sunzi.lib.hku.hk/hkuto/record.jsp?B12325971.

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Ou, Juanjuan. "Identity constructions of sales managers : the Chinese Guanxi Milieu." Thesis, Lancaster University, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.654945.

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Quan, Rose. "Strategic market entry choices : experience of Chinese SME managers." Thesis, Northumbria University, 2007. http://nrl.northumbria.ac.uk/2704/.

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There is intensive research in international business studies exploring strategic decisions relating to the choice of entry mode. As a frontier issue the choice of entry mode has been widely recognised as being one of the critical decisions in a firm's internationalisation. However, most of the research primarily focuses upon Western multi-national enterprises (MNEs) rather than small-medium sized enterprises (SMEs). Recently, interest in the international business activities of SMEs has been increasing. Nevertheless, little has been done in light of the choice of entry mode in the SME sector, especially for SMEs from developing countries. This study explored how Chinese SME managers make their strategic market entry choices when entering the UK to address the issue of whether Western MNEs' foreign investment theories are applicable to Asian SMEs. The decision making of entry mode choices involves complicated social processes such as social relationships both in and outside the firm. This research takes a social constructionist paradigm, trying to understand and interpret the Chinese SMEs decision maker's unique experiences, perceived values and embedded Chinese culture that can have great impact on their choice of entry modes. Cohering with this philosophical stance, 10 Chinese SMEs managers in the North East of the England were involved in qualitative interviews and data was analysed through template analysis. The findings of this thesis offer a more holistic picture of SME managers' decision making in terms of their entry mode choices. This study is inconsistent with the more classic motives of firms' internationalisation, such as securing raw materials and seeking low-cost labour as it reveals 2 previously unrecognised motives of Chinese SMEs' internationalisation, namely `seeking entrepreneurial freedom' and 'building their own international teams'. Moreover, 4 entry modes were used by the Chinese SMEs' entering the North East of England markets, including direct exporting, joint venture and wholly-owned subsidiary and internet entry mode. Interestingly, the joint venture mode used by Chinese SMEs in this study is operationally different from traditional joint ventures. Furthermore, a number of influencing factors emerged from the Chinese SME managers' accounts: firm-specific factors, strategy-factors, product-specific factors, networks and social culture factors and the decision maker's personal characteristics. In drawing upon their motives, influencing factors, and entry modes a 3-stage decision making process was discovered which combined rational and cybernetic strategic approaches that have been adopted by Chinese SMEs managers at different levels. Contributively, this study offers alternative understandings of the choice of entry mode. By drawing upon experiences of Chinese SME managers it extends the foreign investment theories based on Western-MNEs and offers a contribution to practice grounded in an Asian-SME context. Significantly, this thesis develops a practice-based framework by integrating factors into the whole decision making process, providing practical guidance for SME managers to inform their entry mode choices.

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7

Cui, Charles Chi. "Managerial relationships and Sino-British joint ventures : a cross-cultural analysis of key issues in working relationships." Thesis, De Montfort University, 1997. http://hdl.handle.net/2086/4311.

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8

Ma, Shan, and s. ma@qut edu au. "Chinese Managers in Simulated Conflict on Welfare Benefit: Effects of Past-Relationship, Other's Strategy, Hierarchy, and Stake." Griffith University. School of Asian and International Studies, 2001. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20030226.145822.

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In a review on conflict strategies, Putnam and Poole (1987) conclude that relationship variables such as organisational position and interdependency account for the most variance in the choice of conflict strategies. Despite these findings, however, there is a general lack of attention to relationship outcomes in conflict management by researchers (Knapp, Putnam, and Davis, 1988). This reflects the strong influence of economic theory in conflict studies as well as a Western perspective in which individual outcomes are emphasised above interpersonal relations (Wall & Callister, 1995). To address this problem, in this thesis I chose to assess the effect of Past-Relationship, Other's-Strategy, Hierarchy, and Stake on Chinese manager's behaviour in simulated conflict over welfare issues. The thesis consists of the following seven chapters. Chapter One, Introduction, identifies the need to address relationship considerations in conflict management, and the PRC Chinese were chosen as subjects for this research because of their emphasis on interpersonal relations. Past-Relationship, Other's-Strategy, and Hierarchy were chosen to represent the ongoing interpersonal relationship in the past, present and future; and Stake was used to represent substantive considerations in conflict. These factors were assessed for their effects on people's use of five conflict modes: Dominating (DO), Compromising (CO), Obliging (OB), Integrating (IN), and Avoiding (AV). Although these five conflict modes are based on a model developed in the West, they are applicable to the Chinese as well despite the recent critics by some authors. The limited research on Chinese interpersonal conflict has over-relied on self-report questionnaires and lacks the context and substance of conflict. To avoid these pitfalls, the current research took an experimental approach to solicit subject response to simulated conflict of interests. Chapter Two, Hypotheses and research design. Five sets of hypotheses were developed. Stake, Past-Relationship, and Other's-Strategy were expected to affect the use of conflict modes in their own respective ways; Hierarchy's effects were to be moderated by Stake; and an interaction between Other's-Strategy, Past-Relationship, and Hierarchy was also expected. To test these hypotheses, three sources of data were collected: behaviour in conflict simulation, behaviour rationales, and cases of real-world conflict. The conflict issues in the simulation were limited to the allocation of welfare benefits. The range of options and potential outcomes were made explicit to the subjects. Hierarchy, Past-Relationship, and Stake were operationalised through 12 conflict scenarios, which were then combined with Other's-Strategy, giving rise to a total of 48 experimental conditions. A total of 384 Chinese managers participated in the conflict simulation. Chapter Three, Conflict Mode Simulation (CMS). This chapter introduces the development of the experimental instrument, the CMS. Based on the analysis of Mode Game (Cosier & Ruble, 1981), the CMS was created as an experimental instrument for research of the five conflict modes in general and for the hypothesis testing in this study in particular. It allows participants five conflict modes to deal with conflict scenarios; the payoffs of different combinations of modes were logically derived; the 3-2-2 settlement structure enables the CMS to accommodate complex behaviour patterns; and the combination of unitary rules with multiple conflict scenarios controls confounding effects, and gives CMS the flexibility for different research topics. Chapter Four, Data collection and analysis of the simulation data, discusses hypothesis testing through the conflict simulation. The data fit the theoretical model satisfactorily in general. The five sets of hypotheses were largely supported by the simulation data. 1) As the Stake increased, the use of DO and IN increased and the use of OB decreased. The use of AV peaked on Medium-Stake issues. 2) Hierarchy strongly affected the use of DO and OB on High-Stake issues, but that effect diminished as Stake decreased and no difference between hierarchy groups was found at the Low-Stake level. 3) The Indebted group used more OB and fewer DO than the Wronged group, but the uses of IN and AV were not related to Past-Relationship. 4) Other's-Strategy affect behaviour through reciprocating, suppressing, promoting, and learning effects. 5) The same mode (Compromsing) used by different people under different situation had different results. It was also shown in post hoc analyses that relationship concerns played important roles even when faced with the rivalry of substantive concerns. Moreover, the negative effect of combative behaviour was stronger than the positive effect of good deed. Several other important behavioural patterns were also discussed. Chapter Five, Analysis of the rationales of CMS behaviour. Twenty-six major rationale themes were reported by subjects to account for their behaviour in CMS. The report of competitive vs. conciliatory themes depended mainly on Past-Relationship and Stake. The Indebted group reported more conciliatory themes and fewer competitive themes than the Wronged group; and the High-Stake group reported more competitive themes and fewer conciliatory themes than the Med/Low-Stake group. Hierarchy's effect on subject rationale was weak. It was also discovered that subject sensitivity towards Past-Relationship shifted according to Stake. The four modes of CO, OB, IN, and AV shared the same pool of conciliatory themes, which distinguished them from DO, but there were important differences among them as well. Chapter Six, Analysis of self-reported cases of conflict. Fifty-two cases of real world conflict comparable to the CMS conflict scenarios were collected. Analysis shows that Past-Relationship, Stake, and Other's-Strategy affected behaviour in these conflict cases in ways in-line with their respective hypotheses. Hierarchy, however, did not show reliable effects on subject behaviour. Subject description on different types of competing enables the in-depth analysis of the DO mode. The nonsymmetrical effects of Past-Relationship, Stake, and Other's-Strategy manifested in CMS are also observed in these real conflict cases. Chapter Seven, Discussion and conclusion. After an overview of the results of hypothesis testing in different data sources, the implications of some particular issues are discussed. 1) Although the two-dimension model fitted the CMS data well when a variety of different conflict situations were assessed together, in particular situations a hierarchical model is more accurate. 2) Evidence from different data sources confirms that relationships in the past, present and future all have a role to play in the conflict of interests. 3) In terms of the relative importance of different factors, Past-Relationship and Other's-Strategy are at least as important as Stake, whereas Hierarchy is the least important in the given situation of this study. 4) The weak effect of Hierarchy reflects the constraint by status ethics (Hwang, 1991), the interdependence between superior and subordinates, and the broader power base of the highly educated subordinates. 5) Although avoidance was perceived positively, it was not used much when specific conflict issues were given. 6) The Conflict Mode Simulation (CMS) has proved to be indispensable for many of the findings in this study, and it has great potential as an experimental tool for research of conflict modes in general. Finally the limitations of this study and the direction of future research are discussed.

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9

Ma, Shan. "Chinese Managers in Simulated Conflict on Welfare Benefit: Effects of Past-Relationship, Other's Strategy, Hierarchy, and Stake." Thesis, Griffith University, 2001. http://hdl.handle.net/10072/365895.

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In a review on conflict strategies, Putnam and Poole (1987) conclude that relationship variables such as organisational position and interdependency account for the most variance in the choice of conflict strategies. Despite these findings, however, there is a general lack of attention to relationship outcomes in conflict management by researchers (Knapp, Putnam, and Davis, 1988). This reflects the strong influence of economic theory in conflict studies as well as a Western perspective in which individual outcomes are emphasised above interpersonal relations (Wall & Callister, 1995). To address this problem, in this thesis I chose to assess the effect of Past-Relationship, Other's-Strategy, Hierarchy, and Stake on Chinese manager's behaviour in simulated conflict over welfare issues. The thesis consists of the following seven chapters. Chapter One, Introduction, identifies the need to address relationship considerations in conflict management, and the PRC Chinese were chosen as subjects for this research because of their emphasis on interpersonal relations. Past-Relationship, Other's-Strategy, and Hierarchy were chosen to represent the ongoing interpersonal relationship in the past, present and future; and Stake was used to represent substantive considerations in conflict. These factors were assessed for their effects on people's use of five conflict modes: Dominating (DO), Compromising (CO), Obliging (OB), Integrating (IN), and Avoiding (AV). Although these five conflict modes are based on a model developed in the West, they are applicable to the Chinese as well despite the recent critics by some authors. The limited research on Chinese interpersonal conflict has over-relied on self-report questionnaires and lacks the context and substance of conflict. To avoid these pitfalls, the current research took an experimental approach to solicit subject response to simulated conflict of interests. Chapter Two, Hypotheses and research design. Five sets of hypotheses were developed. Stake, Past-Relationship, and Other's-Strategy were expected to affect the use of conflict modes in their own respective ways; Hierarchy's effects were to be moderated by Stake; and an interaction between Other's-Strategy, Past-Relationship, and Hierarchy was also expected. To test these hypotheses, three sources of data were collected: behaviour in conflict simulation, behaviour rationales, and cases of real-world conflict. The conflict issues in the simulation were limited to the allocation of welfare benefits. The range of options and potential outcomes were made explicit to the subjects. Hierarchy, Past-Relationship, and Stake were operationalised through 12 conflict scenarios, which were then combined with Other's-Strategy, giving rise to a total of 48 experimental conditions. A total of 384 Chinese managers participated in the conflict simulation. Chapter Three, Conflict Mode Simulation (CMS). This chapter introduces the development of the experimental instrument, the CMS. Based on the analysis of Mode Game (Cosier & Ruble, 1981), the CMS was created as an experimental instrument for research of the five conflict modes in general and for the hypothesis testing in this study in particular. It allows participants five conflict modes to deal with conflict scenarios; the payoffs of different combinations of modes were logically derived; the 3-2-2 settlement structure enables the CMS to accommodate complex behaviour patterns; and the combination of unitary rules with multiple conflict scenarios controls confounding effects, and gives CMS the flexibility for different research topics. Chapter Four, Data collection and analysis of the simulation data, discusses hypothesis testing through the conflict simulation. The data fit the theoretical model satisfactorily in general. The five sets of hypotheses were largely supported by the simulation data. 1) As the Stake increased, the use of DO and IN increased and the use of OB decreased. The use of AV peaked on Medium-Stake issues. 2) Hierarchy strongly affected the use of DO and OB on High-Stake issues, but that effect diminished as Stake decreased and no difference between hierarchy groups was found at the Low-Stake level. 3) The Indebted group used more OB and fewer DO than the Wronged group, but the uses of IN and AV were not related to Past-Relationship. 4) Other's-Strategy affect behaviour through reciprocating, suppressing, promoting, and learning effects. 5) The same mode (Compromsing) used by different people under different situation had different results. It was also shown in post hoc analyses that relationship concerns played important roles even when faced with the rivalry of substantive concerns. Moreover, the negative effect of combative behaviour was stronger than the positive effect of good deed. Several other important behavioural patterns were also discussed. Chapter Five, Analysis of the rationales of CMS behaviour. Twenty-six major rationale themes were reported by subjects to account for their behaviour in CMS. The report of competitive vs. conciliatory themes depended mainly on Past-Relationship and Stake. The Indebted group reported more conciliatory themes and fewer competitive themes than the Wronged group; and the High-Stake group reported more competitive themes and fewer conciliatory themes than the Med/Low-Stake group. Hierarchy's effect on subject rationale was weak. It was also discovered that subject sensitivity towards Past-Relationship shifted according to Stake. The four modes of CO, OB, IN, and AV shared the same pool of conciliatory themes, which distinguished them from DO, but there were important differences among them as well. Chapter Six, Analysis of self-reported cases of conflict. Fifty-two cases of real world conflict comparable to the CMS conflict scenarios were collected. Analysis shows that Past-Relationship, Stake, and Other's-Strategy affected behaviour in these conflict cases in ways in-line with their respective hypotheses. Hierarchy, however, did not show reliable effects on subject behaviour. Subject description on different types of competing enables the in-depth analysis of the DO mode. The nonsymmetrical effects of Past-Relationship, Stake, and Other's-Strategy manifested in CMS are also observed in these real conflict cases. Chapter Seven, Discussion and conclusion. After an overview of the results of hypothesis testing in different data sources, the implications of some particular issues are discussed. 1) Although the two-dimension model fitted the CMS data well when a variety of different conflict situations were assessed together, in particular situations a hierarchical model is more accurate. 2) Evidence from different data sources confirms that relationships in the past, present and future all have a role to play in the conflict of interests. 3) In terms of the relative importance of different factors, Past-Relationship and Other's-Strategy are at least as important as Stake, whereas Hierarchy is the least important in the given situation of this study. 4) The weak effect of Hierarchy reflects the constraint by status ethics (Hwang, 1991), the interdependence between superior and subordinates, and the broader power base of the highly educated subordinates. 5) Although avoidance was perceived positively, it was not used much when specific conflict issues were given. 6) The Conflict Mode Simulation (CMS) has proved to be indispensable for many of the findings in this study, and it has great potential as an experimental tool for research of conflict modes in general. Finally the limitations of this study and the direction of future research are discussed.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Asian and International Studies
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Lai, Longlong. "Charismatic Leadership of Chinese and Japanese Managers a comparative research study /." St. Gallen, 2007. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/05600721001/$FILE/05600721001.pdf.

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Books on the topic "Chinese managers"

1

Warner, Malcolm. How Chinese Managers Learn. London: Palgrave Macmillan UK, 1992. http://dx.doi.org/10.1007/978-1-349-11711-6.

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Sun, Ted. Inside the Chinese business mind: A tactical guide for managers. Santa Barbara, Calif: Praeger, 2010.

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Outward investment from emerging markets: Experiences of Chinese SME managers. Saarbrücken, Germany: LAP Lambert Academic Pub., 2010.

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Sun, Ted. Inside the Chinese business mind: A tactical guide for managers. Santa Barbara, Calif: Praeger, 2010.

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Warner, Malcolm. How Chinese managers learn: Management and industrial training in China. Basingstoke: Macmillan, 1992.

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Sun, Ted. Inside the Chinese business mind: A tactical guide for managers. Santa Barbara, Calif: Praeger, 2010.

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Warner, Malcolm. How Chinese managers learn: Management and industrial training in China. Houndsmills, Basingstoke, Hampshire: Macmillan Academic and Professional, 1992.

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Ethics of Chinese and Australian business managers: A comparative investigation about corruption. Hauppauge, NY: Nova Science Publishers, 2010.

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Xiao, Xinhuang. The Chinese managers in the Taiwanese business in China: The case of Xiamen. Taipei, Taiwan: Asia-Pacific Research Program, Academia Sinica, 2002.

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Xiao, Xinhuang. The Chinese managers in the Taiwanese business in China: The case of Xiamen. Taipei, Taiwan: Asia-Pacific Research Program, Academia Sinica, 2002.

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Book chapters on the topic "Chinese managers"

1

Li, Yan. "Results: Chinese Managers." In Expatriate Manager’s Adaption and Knowledge Acquisition, 211–34. Singapore: Springer Singapore, 2015. http://dx.doi.org/10.1007/978-981-10-0053-9_6.

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Warner, Malcolm. "Introduction: Setting the Scene." In How Chinese Managers Learn, 1–11. London: Palgrave Macmillan UK, 1992. http://dx.doi.org/10.1007/978-1-349-11711-6_1.

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Warner, Malcolm. "The Economic Background of Chinese Management." In How Chinese Managers Learn, 13–22. London: Palgrave Macmillan UK, 1992. http://dx.doi.org/10.1007/978-1-349-11711-6_2.

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Warner, Malcolm. "The Infrastructure of Chinese Management Training." In How Chinese Managers Learn, 23–34. London: Palgrave Macmillan UK, 1992. http://dx.doi.org/10.1007/978-1-349-11711-6_3.

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Warner, Malcolm. "Senior Executive Training in China." In How Chinese Managers Learn, 37–58. London: Palgrave Macmillan UK, 1992. http://dx.doi.org/10.1007/978-1-349-11711-6_4.

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Warner, Malcolm. "China’s University-Level Management Schools." In How Chinese Managers Learn, 59–84. London: Palgrave Macmillan UK, 1992. http://dx.doi.org/10.1007/978-1-349-11711-6_5.

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Warner, Malcolm. "Industrial Training in Selected Chinese Enterprises." In How Chinese Managers Learn, 85–99. London: Palgrave Macmillan UK, 1992. http://dx.doi.org/10.1007/978-1-349-11711-6_6.

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Warner, Malcolm. "Comparisons with Other Countries." In How Chinese Managers Learn, 103–42. London: Palgrave Macmillan UK, 1992. http://dx.doi.org/10.1007/978-1-349-11711-6_7.

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Warner, Malcolm. "Summary and Conclusions." In How Chinese Managers Learn, 143–59. London: Palgrave Macmillan UK, 1992. http://dx.doi.org/10.1007/978-1-349-11711-6_8.

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Honeycutt, Earl D., John B. Ford, and Irvine Clarke. "Chinese Managers’ Attitudes Toward Sales Careers." In Proceedings of the 2000 Academy of Marketing Science (AMS) Annual Conference, 405–9. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-11885-7_107.

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Conference papers on the topic "Chinese managers"

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Horváthová, Jarmila, and Zhang Changhui. "Intercultural communication between Chinese and Slovak managers." In International Scientific Days 2016 :: The Agri-Food Value Chain: Challenges for Natural Resources Management and Society. Slovak University of Agriculture in Nitra, 2016. http://dx.doi.org/10.15414/isd2016.s8.05.

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Chen, X. J., J. P. Zhu, X. Y. Xie, and Z. H. Lin. "Modeling the Performance in Chinese Engineering Managers." In 2006 IEEE International Engineering Management Conference. IEEE, 2006. http://dx.doi.org/10.1109/iemc.2006.4279821.

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Lili, Hu, Shen Chen, and Cao Pengfei. "A novel career success evaluation model of Chinese managers." In 2011 International Conference on E-Business and E-Government (ICEE). IEEE, 2011. http://dx.doi.org/10.1109/icebeg.2011.5881260.

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Kasper, Helmut, and Stefan Schilcher. "Perceptions of Chinese Negotiation Behavior: A Quantitative Study of Differences in Perceptions between Chinese and Western Managers." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5997991.

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Jin, Juan, and Zhen Dong Zhong. "Study on Competence Model of Human Resources Managers in Chinese Family Enterprises." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5998034.

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Nan, Wu. "Cross-border acquisitions and the role of integration managers for Chinese enterprises." In 2010 2nd IEEE International Conference on Information Management and Engineering. IEEE, 2010. http://dx.doi.org/10.1109/icime.2010.5478339.

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Qin, Beibei, and Chengshuang Sun. "Organizational Identities of Chinese Contractor Managers: Implication for Safety Perception and Actions." In International Conference on Construction and Real Estate Management 2021. Reston, VA: American Society of Civil Engineers, 2021. http://dx.doi.org/10.1061/9780784483848.030.

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Zhou, Zhigang, Lihua Ren, and Xueqing Wang. "An evolutionary game analysis of the Credibility of Chinese family professional managers." In 2021 2nd International Conference on Big Data Economy and Information Management (BDEIM). IEEE, 2021. http://dx.doi.org/10.1109/bdeim55082.2021.00077.

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Wang, Xue-li, Ling-yan Yu, and Li-jun Zhang. "Working Values of Chinese Business Managers: An Empirical Research Based on Motivational Domains." In 2006 International Conference on Management Science and Engineering. IEEE, 2006. http://dx.doi.org/10.1109/icmse.2006.314218.

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LU, HAIFAN. "NCENTIVE EFFECT OF PAY GAP IN TOP MANAGEMENT TEAM UNDER DIFFERENT PROMOTION OPPORTUNITIES." In 2021 INTERNATIONAL CONFERENCE ON ADVANCED EDUCATION AND INFORMATION MANAGEMENT (AEIM 2021). Destech Publications, Inc., 2021. http://dx.doi.org/10.12783/dtssehs/aeim2021/35998.

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Abstract. This paper makes a research on the effect of pay gap in top management team on company performance under different promotion opportunities of managers by using panel data of Chinese A share listed firms during 2015-2019. The results show that when managers have less opportunities to be promoted, the pay gap in top management team is lager. But lager pay gap will not always improve performance.

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Reports on the topic "Chinese managers"

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Wang, Baolu, and Jung E. Ha-Brookshire. Perceived Cost of New Technology Adoption: Scale Development in the Context of Chinese Textile and Apparel Firm Managers. Ames (Iowa): Iowa State University. Library, January 2019. http://dx.doi.org/10.31274/itaa.8423.

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Vick, Linda. Cross-cultural Training of Chinese Managers and Workers by U.S. Companies: A Comparative Cultural Analysis of the Problems Reported by U.S. Trainers. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.6516.

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Young, Craig. Problematic plant monitoring in Arkansas Post National Memorial: 2006–2019. Edited by Tani Hubbard. National Park Service, July 2021. http://dx.doi.org/10.36967/nrr-2286657.

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Managers are challenged with the impact of problematic plants, including exotic, invasive, and pest plant species. Information on the cover, distribution, and location of these plants is essential for developing risk-based approaches to managing these species. Based on surveys conducted in 2006, 2011, 2015, and 2019, Heartland Network staff and contractors identified a cumulative total of 28 potentially problematic plant taxa in Arkansas Post National Memorial. Of the 23 species found in 2019, we characterized 9 as very low frequency, 7 as low frequency, 5 as medium frequency, and 2 as high frequency. Cover of all species was low with a single species slightly exceeding a 1-acre threshold based on a midpoint estimate. Efforts to control the woody invasive black locust, Chinese privet, and hardy orange appear to have successfully reduced the cover of these plants across the Memorial Unit. Japanese stiltgrass may have been increasing as recently as 2015, but a combination of recent flooding and control efforts may have stemmed the spread of this invasive grass. Efforts to control localized patches of Chinaberry tree also appear to have reduced the cover of this species. Outside of the problematic species currently subject

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Arnold, Zachary, Ngor Luong, and Ben Murphy. Understanding Chinese Government Guidance Funds: An Analysis of Chinese-Language Sources. Center for Security and Emerging Technology, March 2021. http://dx.doi.org/10.51593/20200098.

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China’s government is using public-private investment funds, known as guidance funds, to deploy massive amounts of capital in support of strategic and emerging technologies, including artificial intelligence. Drawing exclusively on Chinese-language sources, this report explores how guidance funds raise and deploy capital, manage their investment, and interact with public and private actors. The guidance fund model is no silver bullet, but it has many advantages over traditional industrial policy mechanisms.

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Zhao, Hui Yan, Sungha Kim, ChangSop Yang, and Mi Ju Son. Comparing acupoint catgut embedding and acupuncture therapies in simple obesity: Protocol for a systematic review and meta-analysis. INPLASY - International Platform of Registered Systematic Review and Meta-analysis Protocols, October 2021. http://dx.doi.org/10.37766/inplasy2021.10.0014.

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Review question / Objective: How effective are acupoint catgut embedding therapy sole or with other treatment? Condition being studied: Simple obesity. Information sources: We will search for trials from the following electronic databases: MEDLINE, EMBASE, the Cochrane Central Register of Controlled Trials (CENTRAL), and the Cumulative index to Nursing and Allied Health Literature (CINAHL). Trials will also be searched from three Korean medical databases (Oriental Medicine Advanced Searching Integrated System [OASIS], Science-On and KoreaMed), a Chinese database (Chinese National Knowledge Infrastructure [CNKI]) and a Japanese database (CiNii). Ongoing trials, trials will be searched on the Clinical Trials. gov (http://www.ClinicalTrials.gov), and the WHO International Clinical Trials Registry Platform (ICTRP) (http://apps.who.int/trialsearch/). We will also check the reference lists of reviews and the retrieved articles for additional studies. All bibliographic information and articles will be managed using EndNote (X8.2; Clarivate Analytics, Philadelphia). If the data of study are missing or insufficient, we will contact the corresponding authors by email.

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Zhao, Hui Yan, Sungha Kim, ChangSop Yang, and Mi Ju Son. Comparing acupoint catgut embedding and acupuncture therapies in simple obesity: Protocol for a systematic review and meta-analysis. INPLASY - International Platform of Registered Systematic Review and Meta-analysis Protocols, October 2021. http://dx.doi.org/10.37766/inplasy2021.10.0014.

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Review question / Objective: How effective are acupoint catgut embedding therapy sole or with other treatment? Condition being studied: Simple obesity. Information sources: We will search for trials from the following electronic databases: MEDLINE, EMBASE, the Cochrane Central Register of Controlled Trials (CENTRAL), and the Cumulative index to Nursing and Allied Health Literature (CINAHL). Trials will also be searched from three Korean medical databases (Oriental Medicine Advanced Searching Integrated System [OASIS], Science-On and KoreaMed), a Chinese database (Chinese National Knowledge Infrastructure [CNKI]) and a Japanese database (CiNii). Ongoing trials, trials will be searched on the Clinical Trials. gov (http://www.ClinicalTrials.gov), and the WHO International Clinical Trials Registry Platform (ICTRP) (http://apps.who.int/trialsearch/). We will also check the reference lists of reviews and the retrieved articles for additional studies. All bibliographic information and articles will be managed using EndNote (X8.2; Clarivate Analytics, Philadelphia). If the data of study are missing or insufficient, we will contact the corresponding authors by email.

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