To see the other types of publications on this topic, follow the link: Chinese managers.
Dissertations / Theses on the topic 'Chinese managers'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 dissertations / theses for your research on the topic 'Chinese managers.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse dissertations / theses on a wide variety of disciplines and organise your bibliography correctly.
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.
Full text
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.
Full text
3
Fei, Yue. "Women managers' careers in a Chinese commercial bank." Thesis, University of Leicester, 2017. http://hdl.handle.net/2381/39667.
Full textAbstract:
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.
4
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.
Full text
5
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.
Full text
6
Quan, Rose. "Strategic market entry choices : experience of Chinese SME managers." Thesis, Northumbria University, 2007. http://nrl.northumbria.ac.uk/2704/.
Full textAbstract:
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.
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.
Full text
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.
Full textAbstract:
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.
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.
Full textAbstract:
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
Full Text
10
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.
Full text
11
Tan, Doreen Seng Keow. "Guanxi as a basis of managerial morality among Singaporean Chinese managers." Thesis, Lancaster University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.274270.
Full text
12
Williamson, Dermot. "Perceptions of management control by mainland Chinese, Czech and British managers." Thesis, University of Glasgow, 2001. http://theses.gla.ac.uk/5581/.
Full textAbstract:
This exploratory research inquires into the effect that national culture, among other cross-national factors has upon perceptions of management control. It studies differences in control perceptions between mainland Chinese, Czech and British managers workingfor two Western multi-national companies (MNCs). Different perceptions can lead to misunderstanding and thence to weak, or break down in, control. Barriers of national culture and differences in national contexts pose ever greater challengesfor managers who need to provide or receive assurance that their business is under effective control. They also have implications for regulation of internal control of MNCs. Empirical cross-national research to date into management control is to a large extent inconsistent, and offers little supportfor theory. Existing theory appears to be insufficiently grounded in past empirical research to provide a sound foundation for hypotheses and future nomothetic research. Middle range methodology is put forward as a way out of this quandary. Middle range research between objectivist and subjectivist methodologies faces competing criteria for rigour. Criteria are interpreted for middle range methodologies and developedfor grounded theory case studies. The main features of the substantive theory from this grounded theory (Strauss and Corbin, 1998) case study are that there is no standard perception of management control. Control perception is therefore unpredictable from a manager's cultural background Yet, clear patterns in control perceptions emerge between countries of upbringing; these patterns are distinct from differences between the 2 MNCs. Six key areas of differences in perception are analysed (external relations, obligations of responsibility and accountability, internal relations, information, law and procedures, and systems logic). A number of values and preferences, generally shared by managers from the same country, appear to underlie these differences in perception. Differences in control perception are related to national cultures and other contextualfactors, yet all of these are seen as potentially interdependent. This substantive theory does not provide a basisfor prediction. It is a skeletal theory that can be transferred to other situations where researchers and practitioners find it applicable. It may there give awareness of possible differences in control perceptions, assist explanation, and contribute to the building of consistent knowledge and learning. Awareness and understanding of cultural differences in control perceptions are shown to be useful to ethnocentric or polycentric approaches to management control. They may also assist reconciliation of cultural differences for management that adopts a geocentric approach. Perceptions by the managers from the Czech Republic and mainland China are generally inconsistent with accountability theory, although not with a systems approach to management control. The implication is that some management control theories may be parochial to the cultures in which they have been developed. This has policy implicationsfor howfar professional guidance and standards on internal control (COSO, 1994; IIA - UK, 1994; APB, 1995; Turnbull, 1999) can be applied internationally without recognising the impact of national culture and other crossnational contextual factors.
13
Kwong, Sing-szee, and 鄺勝仕. "Networking of Chinese entrepreneurs and managers in Hong Kong: an exploratory study." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2002. http://hub.hku.hk/bib/B31244336.
Full text
14
Yin, Tianran. "Leadership development for Chinese managers in cross culture learning context : an empirical action research in China." Thesis, Rennes 1, 2014. http://www.theses.fr/2014REN1G040.
Full textAbstract:
Depuis la réforme économique de la Chine en 1979, des milliers de dirigeants chinois ont travaillé au sein de multinationales, ils ont été inspirés par une solide expérience managériale et une vision globale. Du fait des différences culturelles entre la Chine et l’Occident, la maîtrise du leadership pour les patrons chinois dans un contexte professionnel de plus en plus interculturel et mondialisé, s’impose plus que jamais. Notre recherche empirique nous a conduite à analyser des données issues de l’observation, d’interviews en profondeur, ainsi que d’une expérimentation in situ, en immersion professionnelle, afin de répondre aux questions suivantes : Que signifie aux yeux de dirigeants chinois, la notion de «leadership global» ? A quelles difficultés, quels défis les dirigeants chinois sont-ils confrontés pour développer leurs capacités de leadership interculturel? Comment différents facteurs culturels influencent-ils le développement du leadership interculturel des dirigeants chinois ? Notre recherche nous a permis de comprendre comment le leadership interculturel peut être développé selon un modèle basé sur un cadre théorique interdisciplinaire. Nous avons pu proposer un prototype de développement du leadership en milieu interculturel qui doit permettre d’identifier le dirigeant doté d’un haut potentiel en matière de leadership interculturel et contribuer à optimiser ses talents en ce domaineThousands of Chinese managers have been working in multinational firms since the economic reform of China in 1979; they all have been inspired by its sound management experience and global vision. In view of the distinct culture between China and Western countries, leadership development for Chinese managers in cross cultural working environment becomes very important.As the first action empirical research on this topic we analyzed data from observation, in-depth interviews and quasi-experimentation to answer the questions: “What is global leadership for Chinese manager?” “What are the difficulties and challenges for Chinese managers to develop their cross cultural leadership?” “How various cultural factors influence Chinese leaders’ cross-culture leadership development?” Research finding had figured out the mechanism of how leadership can be developed with a cross culture leadership development model based on interdisciplinary theoretical framework, a cross culture leadership development prototype have been proposed to identify high potential cultural intelligent leaders and help to develop them efficiently
15
Ju, Ju. "What is the effective leadership style in the Chinese context? : An empirical study from Chinese managers and followers perspective." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-41274.
Full textAbstract:
With the trend of globalization, competition on the 21st century’s global economy is complex and filled with challenges. More and more MNCs realize that effective leadership, as a foundation of competitive advantage, plays a crucial role in better performance of the organizations. Both practitioner and theorists thus pay numerous attention to the study of effective leadership in different countries. However, researchers still report noticeable absence of cross-cultural research in the field of the three major Western leaderships study, i.e. charismatic leadership, transformational leadership and transactional leadership. An urgent need raises to further investigate the major Western leadership styles in non-Western contexts. The study aims to explore the most effective leadership style in MNCs Chinese Subsidiaries and to answer the question “why it differs from the Western world?” through applying the Western leadership theories into Chinese business practices. Eventually, the causes behind these differences have been disclosed and discussed. By reviewing 18 peer-reviewed articles, the attributes of the three major Western leadership styles are identified. Subsequently, all dimensions of the three leadership styles are ranked in terms of effectiveness and activity. As a result of combining the rank and all the identified attributes, a theoretical model of the three leadership styles is proposed. Based on a multi-case study approach in the Chinese context, the empirical data is collected through semi-structured interviews with five Chinese managers and five Chinese followers. The result of qualitative data analysis suggests that the most effective Chinese leaders’ behaviors belong to the transactional leadership style. With reference to the proposed theoretical model, this finding differs from the Western leadership theories. The study further reveals the major causes that lead to the differences between the Chinese practices and the Western theories. Seven implications were thus concluded. The study contribute to better understanding the applicability and effectiveness of the Western leadership theory in non-Western contexts, particularly China, and further address the weakness of cross-culture research reported in existing literature. The implications of this study give advice to MNCs that are paying increasing attention to exploring effective leadership style in China.
16
Wang, Xingmin. "Cross-cultural leadership by Chinese managers with their South African Xhosa-speaking employees." Thesis, Stellenbosch : Stellenbosch University, 2007. http://hdl.handle.net/10019.1/21386.
Full textAbstract:
Thesis (MBA)--Stellenbosch University, 2007.ENGLISH ABSTRACT: Purpose. This study investigates how foreign-born Chinese managers in the Cape Town area perceive their own leadership in a cross-cultural business situation, and compares these perceptions with how the local South African Xhosa-speaking employees perceive the styles of their foreign managers. The study is important because of the growing private investment in Africa by people from China. Approach. Ten small businesses owned and managed by Chinese nationals were studied: five retail, two wholesale, one restaurant and two Chinese supermarkets. A Likert-type questiormaire was created by operationalising 10 of the 19 aspects of cross-cultural leadership identified by Suutari and Riusala (2001). These ten aspects are: decision participation, autonomy-delegation, consideration, rewarding, informing, conflict management, production emphasis, criticizing, goal setting, and inspiration. Each aspect had four questions associated with it. The questiormaire was given individually to the ten managers and to 20 of their Xhosa-speaking employees, two per business. It was followed by an open interview based mainly on the questiormaire content. The questionnaire responses were analysed statistically, first to test for the sameness of responses of the employees as well as the sameness of responses of the managers, using the Sign Test. Responses of the two groups were compared for each aspect. Interview responses were used to help interpret the numbers and formulate findings. Findings. There are clear, statistically significant differences between the perceptions of the managers' leadership style by the two groups on all ten of the aspects. The Chinese managers show a similar leadership approach when interacting with their employees. The Xhosa-speaking employees have perceptions similar to one another about their managers' leadership style. Thus a disjunction is shown between the two culturally different groups. The responses of the Chinese managers were analysed in light of the literature on Chinese culture, and in most ways they were seen to be managing using a traditional Chinese-based style. In general, they make the decisions and do the planning, do not delegate much, withhold infonnation, do not reward good performance, and are not inspirational. However, they do tend to be kind. Research limitations. The study compared only those two ethnic groups in a small geographic area, with small sample sizes. It also studied reported perceptions. Further research could tty to isolate just cultural differences, and focus more on leadership behaviours. Practical implications. Acknowledgement of the local culture and perhaps use of a more inclusive, less authoritarian management-leadership style seem important for existing and future Chinese managers. Culturally-based management training can be offered for them and for potential investors, to support future small business investors in South Africa and beyond.
AFRIKAANSE OPSOMMING: Doel. Hierdie studie behels 'n ondersoek na hoe buitelands-gebore Sjinese bestuurders in Kaapstad hulle eie leierskap beoordeel in 'n kruis-kulturele sake omgewing. Hierdie sienings word dan vergelyk met die persepsies van hoe plaaslike Suid-Afrikaanse Xhosa-sprekende werknemers die bestuurstyl van hulle buitelandse werkgewers beoordeel. Hierdie studie is belangrik vanweë die toenemende private belegging in Afrika deur Sjinese burgers. Benadering. Tien klein sake-ondememings wat deur Sjinese burgers besit en bestuur word, is ondersoek: vyf in die kleinhandel, twee in die groothandel, een restaurant en twee Sjinese supermarkte. 'n Likert-tipe vraelys is saamgestel deur die operasionalisering van 10 van die 19 aspekte van kruis-kulturele leierskap s00s deur Suutari en Riusala (2001) geïdentifiseer. Hierdie tien aspekte is: besluit-deelneming, outonomie-delegasie, konsiderasie, beloning, inkennisstelling, konflik-bestuur, produksie-beklemtoning, kritisering, doelsteIling-bepaling, en inspirasie. Elke aspek is aan vier vrae gekoppel. Die vraelys is aan elkeen van die tien Sjinese bestuurders gegee, en aan 20 van hulle Xhosa-sprekende werknemers, twee per sake-ondememing. Dit is opgevolg deur 'n oop onderhoud wat hoofsaaklik op die inhoud van die vraelys gebaseer was. Die antwoorde op die vraelys is statisties ontIeed, eerstens vir die ooreenstemming van die antwoorde van die werknemers, sowel as die ooreenstemming van die antwoorde van die bestuurders deur middle van die "Sign" toets. Die antwoorde van die twee groepe is met mekaar vergelyk vir elke aspek. Die terugvoering vanaf die onderhoude is gebruik om die getalle te interpreter en om resultate te help formuleer. Bevindings. Daar is helder, statistiese beduidende verskille tussen die beoordeling van die bestuurders se leierskapstyl deur beide groepe wat betref al tien die aspekte. Die Sjinese bestuurders toon 'n soortgelyke leierskap benadering wanneer hulle met hul werknemers omgaan. Die Xhosa-sprekende wer1cnemers het onderling soortgelyke persepsies betreffende hul bestuurders se leierskapstyl. Dus bestaan daar 'n uiteenlopende siening tussen die twee kulturele groepe. Die beoordeling van die Sjinese bestuurders is ontleed in die lig van literatuur oor Sjinese kultuur, en dit het geblyk dat hulle 'n tradisionele Sjinese bestuurstyl navolg. In die algemeen is daar bevind dat hulle die besluite neem en die beplanning doen, dat hulle nie veel delegeer nie, dat hulle inligting weerhou, dat hulle nie goeie werkverrigting beloon nie, en dat hulle nie werkers aanmoedig nie. Desniteenstaande is hulle goedhartig. Navorsingsbeperkings. In hierdie studie is slegs twee etniese groepe in 'n klein geografiese gebied, met klein steekproewe, ondersoek. Persepsies waaroor verslag gedoen is, is ondersoek. In verdere navorsing kan daar probeer word om kulturele verskille te isoleer, en om op leierskapsgedrag te fokus. Praktiese implikasies. Erkenning van die plaaslike kultuur en miskien 'n meer insluitende, minder outoritêre bestuurstyl blyk belangrik te wees vir bestaande en toekomstige Sjinese bestuurders. Kultuur-gebaseerde bestuursopleiding kan vir hulle en voornemende beleggers aangebied word om toekomstige klein sake-beleggers in Suid-Afrika en elders te ondersteun.
17
Wong, Philco Nai-keung. "Leadership partnership : Chinese and expatriate managers in multi-national construction companies in Hong Kong." Thesis, Curtin University, 2012. http://hdl.handle.net/20.500.11937/487.
Full textAbstract:
In the era of globalization, people from various cultures are being put together and interactions between them in the workplace are inevitable. The construction industry is no exception. How the management personnel respond to such development has been one of the most popular research areas in the construction management literature. Generally speaking, the literature states that project managers tend to adjust their style of management in a workplace in which he/she deals with subordinates from a variety of nations worldwide.For instance, western project managers, known for their conventional task-oriented management style, usually adopt a more people-oriented approach in a workplace that consists of subordinates from various other nations. Meanwhile, Chinese managers, known for their people-oriented style of management, lean towards the western style of task-orientation in managing construction projects in a multicultural working environment. Similar adjustments have also been discovered in other aspects of these project managers’ management, such as relationship cultures (i.e. communication & conflict resolutions, power relationship with subordinates, and power relationship with superiors and clients) as well.In light of such circumstances, this study aims 1) to investigate if intercultural adjustment takes place in Hong Kong’s multinational construction companies, and 2) to find out the relationships, from the perspectives of Hong Kong Chinese/Expatriate managers and of their subordinates between project managers’ leadership orientations (and relationship cultures) and project performance.The findings suggest that both local (Hong Kong) Chinese and expatriate project managers are experiencing a certain degree of intercultural adjustments. Interestingly, rather than the convergence of management style, which implies a unified set of practices which might be applicable to all project managers within an multicultural workplace, project managers adjust different aspects of their existing management practices. Meanwhile, some deep-rooted cultural values and beliefs are not easily altered, such as the notion of “face” among Chinese project managers and of individual freedom and equal relationship between superiors and subordinates among expatriate managers.The other conclusion reached in this study is that there are noticeable differences as to the relationship between leadership orientations (and relationship cultures) and assessments of project performance, not only among project managers themselves, but also between the perspectives of managers themselves and those of their subordinates. The disparities among the managers may lie in their varying degrees of intercultural adjustments (i.e. previous working/living experience abroad plus current working experience in the multinational workplace). Between project managers and subordinates, the difference is believed to be caused by 1) their respective positions in the project and hence the different perspectives incurred; 2) the subordinates’ innate judgment of project managers based upon their ethnic and cultural backgrounds, which might not necessarily relate to the latter’s actual behaviours in leadership orientations and relationship cultures or 3) project managers’ perceptions of their own leadership orientations/relationship cultures styles reflecting normative judgment of what they ‘should’ reflect.
18
Bent, Ritchie. "Anglo-Chinese leadership : a study of leadership within Asian-based executive teams, comprised of Hong Kong Chinese and western managers." Thesis, University of Leicester, 1999. http://hdl.handle.net/2381/29343.
Full textAbstract:
During the past 50 years, much has been written about the notions leadership and management. The last twenty years, however, has seen a strong research shift towards business leadership. For the most part, this research has been conducted in the West and focused on Western leaders. These findings have in turn been 'exported' to the developing economies of the world, mainly through Western educators, consultants, books and more recently, the Internet. However, as far back as thirty years ago, the transferability of such ideas was challenged on the basis of culturally differing values and beliefs giving rise to different behaviours. Much has since been written about cultural diversity. Most of these studies have been comparative in nature, with conclusions being drawn from cultures observed in isolation, rather than in the context of multicultural interaction. In more recent years, however, a growing interest has emerged in multicultural work groups. With this interest has emerged a growing recognition that culturally diverse teams, when managed well, can outperform their homogeneous counterparts. This finding has critical implications for business leaders, who now increasingly find themselves operating and living beyond their domestic boundaries. This thesis is therefore about leadership in multicultural situations. More specifically, it is about senior level leadership within teams comprised of Hong Kong Chinese and Australian or British managers, working together in Asian-based, multinational organisations. The thesis will present arguments which challenge some of the conventional thinking about leadership, when applied to multicultural situations. The thesis will also provide new perspectives on the pitfalls of cultural stereotyping, identify underlying tensions which exist within multicultural executive teams, and the associated behaviours. However, most important of all, the thesis will add to our body of knowledge, by addressing what is arguably one of the most compelling business challenges for the new millennium, multicultural leadership.
19
Yu, Hyungmin, and Yuxiang Wei. "An Exploratory Study: The Main Challenge of Chinese Expatriate Managers Working in Western Companies." Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-23369.
Full text
20
Löbler, Helge, and Jürgen Bode. "Risk taking under transition: an empiricial compaison between chinese, western-, and eastern-german managers." Wiley, 1999. https://ul.qucosa.de/id/qucosa%3A15272.
Full textAbstract:
Even after 10 years, countries under transition are still on their way to becoming developed, internationally competitive countries. At this stage it is helpful for business cooperation to know whether managers in countries undergoing transition are behaving like socialists or Western managers, or somewhere in between. Many joint ventures and other alliances between Western companies and companies in countries in transition are seeking to establish new markets with new products or new technologies (i.e., new processes). They are risky because the returns are uncertain. Understanding the risk attitudes of managers in countries in transition can explain different investment behavior and provide vital information for installing the right incentives. This study compares the risk attitudes of Chinese, eastern, and western German managers. Chinese managers'' risk attitudes seem to be more similar to the attitudes of western German managers than to those of their counterparts in eastern Germany. Some of the reasons and consequences are discussed in this article.
21
Lin, Yang. "Chinese business managers' perceptions in KM-related decision making: environmental, informational, individual, and decision-specific perspectives." Thesis, McGill University, 2011. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=104503.
Full textAbstract:
Knowledge Management (KM) to date has been poorly recognized, explained, and applied in China, and lack of empirical evidence has become a major barrier to the development of KM research in the Chinese academic community. The purpose of this study is to investigate the perceptions of Chinese business managers in the processes of KM-related decision making, from environmental, informational, individual, and decision-specific perspectives. A qualitative, multiple-case study strategy was used. Primary data were collected from the semi-structured interviews conducted with seventeen Chinese business managers who worked in either the manufacturing or telecommunications industry, and then the data were analyzed using thematic-analysis techniques. Participants perceived KM to be a long term process and believed that KM could not contribute to organizational survival. They thought that the most difficult challenge to successfully implement KM was to nurture a KM-friendly organizational culture. Three factors greatly affected their decision about whether to use KM strategies: perceived importance of knowledge-based assets, perceived contribution to organizational survival, and perceived organizational stability and health. They stressed that Chinese organizational leaders often agreed to support KM in word but not in action, due to KM's low business priority in their managerial agendas. In addition, participants perceived high uncertainties with respect to their internal organizational environments that arose from five major perspectives: 1) willingness to share and learn, 2) shared awareness and understanding, 3) level of management involvement, 4) status of product R&D, and 5) organizational policy and strategy. They also perceived high uncertainties regarding their external organizational environments from three perspectives: 1) customer needs, 2) competitive intensity, and 3) technological development. Participants generally preferred to use internal information sources in the processes of KM-related decision making, and perceived these sources to be relevant, comprehensive, reliable, and accessible. They found external impersonal sources to be highly accessible, but only considered business or professional associates to be relevant, comprehensive, and reliable. They believed that only a systematic, synthesized review of the information collected from multiple information sources could be considered to be complete, and insisted that source reliability was the most fundamental source characteristic. The findings systematically explain why KM has not been extensively applied and developed in the Chinese community, and thus contribute to the promotion of KM practices in China and to the overall development of KM research. The findings also present important theoretical and practical implications for strategic decision making, KM, and information science.En Chine, le manque de reconnaissance, de compréhension et d'application de la gestion des connaissances (GC) ainsi que l'absence de données empiriques jusqu'à ce jour pose un obstacle majeur au développement de la recherche en gestion des connaissances dans le milieu académique. L'objectif de cette recherche est d'examiner la perception des gestionnaires d'entreprises en ce qui a trait aux processus reliés à la prise de décisions en GC. Ces perceptions sont regroupées en aspects environnementaux, documentaires, individuels et en prise de décisions spécifiques. Une approche qualitative est employée, elle est composée de multiples études de cas. La collecte principale de données a été faite à l'aide d'entrevues semi-structurées auprès de dix-sept gestionnaires chinois œuvrant dans l'industrie minière ou des télécommunications. Ces données sont analysées à l'aide d'une approche thématique. Les participants percevaient la GC comme un processus à long terme et croyaient que la GC ne pouvait pas contribuer à la survie de l'entreprise. Selon eux, le plus grand défi pour implanter la GC est de favoriser une culture organisationnelle favorable. Leur décision d'utiliser des stratégies de GC était influencée par leurs perceptions de trois facteurs, soit 1) l'importance des actifs de la connaissance, 2) la contribution de la GC à la survie de l'entreprise et 3), la santé et la stabilité de l'entreprise. Selon eux, les chefs d'entreprise chinois soutiennent la GC mais ont de la difficulté de joindre l'action à la parole et ceci est illustré par la faible priorité de la GC au sein de leur programme de la gestion des affaires. Les participants perçoivent cinq sources majeures d'incertitude provenant de l'environnement organisationnel interne à l'entreprise, soit 1) la volonté de partager et d'apprendre, 2) la présence d'une conscience et une compréhension commune au sein de l'entreprise, 3) le niveau d'implication des gestionnaires, 4) le statut des produits issus de la recherche et du développement et 5), les stratégies et politiques organisationnelles. Ils perçoivent également trois sources majeures d'incertitudes provenant de l'environnement externe de à l'entreprise, soient 1) les besoins des clients, 2) l'intensité de la concurrence et 3), les développements technologiques. De façon générale, les participants préfèrent utiliser des sources internes d'information afin d'appuyer le processus de décisions liés à la GC et ses sources étaient perçues comme étant pertinentes, complètes, fiables et accessibles. Ils ont constaté que les sources externes impersonnelles sont facilement accessibles, mais ils considéraient que seul leur réseau de contacts professionnels offrait une information pertinente, complète et fiable. Ils croyaient que seule une analyse systématique d'informations provenant de multiples sources serait considérée complète et, ils affirmaient que la fiabilité était la caractéristique la plus importante permettant d'évaluer une source d'information. Ces résultats exposent de façon systématique les raisons qui expliquent le peu de développement et d'applications en GC dans les communautés chinoises et contribuent à la promotion des pratiques de GC en Chine et au développement global de la recherche en GC. Les résultats contiennent également d'importantes contributions théoriques et pratiques applicables à la prise de décisions stratégiques à la GC ainsi qu'aux sciences de l'information.
22
Wang, Lake. "An exploratory study of global leaders' and Chinese managers' leadership constructs in multinational corporations in China." Thesis, Cranfield University, 2012. http://dspace.lib.cranfield.ac.uk/handle/1826/7570.
Full textAbstract:
This research explores the leadership constructs of global leaders and Chinese managers in multi-national corporations (MNCs) in order to understand whether their constructs are misaligned, and if so, in what ways. To address these questions, data was gathered via repertory grid test interviews with 31 global leaders and 59 Chinese managers in six MNCs’ China organizations.
Analysis subsequently revealed that global leaders rely upon twelve key constructs to define global leadership capability and potential. These are: creative, drive to improve, communication skill, collaborative style, charisma, professional knowledge and experience, visionary, cross culture, flexibility, confidence, team development and emotional intelligence. Crucially however, half of the global leaders’ key constructs were not identified as important to Chinese managers; furthermore, most of the missing constructs resonate with charismatic and transformational leadership characteristics, indicating a gap between the two groups’ leadership concepts.
Subsequently, both groups of leaders’ leadership constructs were compared with their respective companies’ Leadership Competency Frameworks. The results again revealed gaps, suggesting reliance upon headquarter-developed leadership frameworks to communicate leadership expectations and develop local leaders is either deficient, or inappropriate.
The global leaders and Chinese managers’ perspectives on Chinese managers’ career barriers were also explored, with the evidence indicating that perceptions of both groups are influenced by their own cultural assumptions. As the global leaders’ perspectives aligned with their own leadership constructs but Chinese managers were not aware of the importance of those constructs, it seems to support the contention that a bias may exist when global leaders evaluate Chinese managers’ leadership capability and potential.
23
Wilkes, Michael. "A situational analysis of Chinese managers' personal value systems (PVS) and their influence on employee commitment." Thesis, Heriot-Watt University, 2017. http://hdl.handle.net/10399/3406.
Full textAbstract:
This thesis investigates how the personal value systems of executive teams in privately owned Chinese companies influence their organisation's prospects for sustainable competitive success. The research aim is to establish a relationship between managerial value systems, corporate culture, P-O fit and affective employee commitment. The research theory is based on an extensive and rigorous literature review. It was tested in an empirical study composed of semi-structured interviews and quantitative research for which a new research tool has been created, consisting of England's (1967b) Personal Values Questionnaire (PVQ), Cameron and Quinn's (1999) Organizational Culture Assessment Instrument (OCAI), Posner et al.'s (1985) Shared Values Scale and Meyer and Allen's (1991) Affective Commitment Scale. The present study contributes to the existing knowledge base by testing and validating this instrument for research in China. It takes stock of the currently prevailing hierarchy of personal values among executive managers, and establishes a relationship between the identified value preferences and types of organisational culture, as well as between the strength of such systems and levels of employee-organisation value congruency and affective employee commitment. It was further found that in the majority of sample firms both executive management teams and employees characterised their corporate culture as multi-dimensional.
24
Yang, Hua. "An internal marketing study of service encounters between managers and caddies in the Chinese golf industry." Thesis, Northumbria University, 2009. http://nrl.northumbria.ac.uk/507/.
Full textAbstract:
Golf does not have a long history in China, only being played in the last 20 years, and has been the subject of limited research. However, Chinese golf clubs have developed very fast and it is worthy of further research. The author worked in a Chinese golf club before she came to UK. She perceived there was a less than harmonious manager-employee interaction in the club, and the morale of employees was not high. It has been accepted the importance of enhancing the satisfaction of employees, especially customer-contact employees as they can significantly and positively influences customers' satisfaction. In order to improve satisfaction of customer contact employees—caddies, this research explores the role of caddy managers in internal service encounters between them and their caddies in the Chinese golf industry from an internal marketing perspective. The reason for adopting an internal marketing perspective is to create a service culture and help to establish customer consciousness. This research aims to explore the role of caddy managers in internal service encounters from an internal marketing perspective. This research is based on the following conceptual frameworks: internal marketing, service encounters, the symbolic interactionist perspective of role theory, and defining situation because a service encounter cannot take place in a vacuum, and must take place in a specific situation. From an internal marketing perspective, caddy managers are treated as their caddies' internal service providers, the process of constructing caddy managers' role is actually the process of constructing internal service quality. Thus it is vital to review literature on service quality. The two prominent models on service quality: the Nordic Model of service quality and the SERVQUAL model are adopted as the theoretical frameworks for this research. This research employs Crotty's four elements (epistemology, theoretical perspective, methodology and methods) to justify its soundness. Taking the social constructionist epistemology, this research seeks to understand the meaning constructed by manager-employee interactions and how these meanings have led to specific internal service encounter behaviour. The interpretivists' paradigm embedded in symbolic interactionism is adopted as the theoretical perspective. Qualitative case study methodology, critical incident technique and storytelling are used as the research methods to collect data. In order to make sense of the data, narrative analysis is used to interpret the constructions of managers and caddies from their interactions. This study included 23 participants (four caddy managers and 19 caddies) from two Chinese golf clubs. It has yielded 59 internal service encounters categorised into four types, covering most of the situations where interactions between caddies and their managers take place. The nine dimensions were found to construct the role of caddy mangers in internal service encounters between caddies and caddy managers. They are reliability, responsiveness, assurance, empathy, communication, consideration, fairness, recognition, and flexibility. Due to the specific research context, they have some differences from and similarities to the five dimension of the SERQUAL model and the seven criteria of the Nordic model of service quality. Further, an onion model of the role of caddy managers in internal service encounters was developed that could help the manager to understand their role in interacting with caddies, and to improve their service quality to caddies. This research has contributed to professional practice. In that it could help to improve golfers' satisfaction by improvement of caddies' satisfaction; and it uses the internal marketing perspective to help organizations to develop service orientation culture. This research has also contributed to theory. That is, it explored service encounters from two perspectives (the view of service providers and of customers).
25
Xing, Lu. "Corporate governance in Chinese listed companies : how managerial characteristics matter." Thesis, University of Edinburgh, 2016. http://hdl.handle.net/1842/33095.
Full textAbstract:
This thesis consists of three studies on corporate governance issues of Chinese listed companies. In the first study, I investigate the role of board secretaries in management earnings forecasts. Individuals in this senior executive position are responsible for coordinating information disclosure. I find that their legal and accounting expertise and foreign experience help improve management earnings forecast quality. The quality of forecasts, as indicated by forecast occurrence, frequency, precision and accuracy, is positively associated with board secretaries' duality role and equity holdings, whereas it is negatively associated with their political connections. The quality of forecasts is found to increase the compensation of board secretaries. Finally, I show that the equity holdings of board secretaries reduce litigation risks and increase corporate philanthropic giving. Based on the notion that women cooperate more with women than with men, my second study examines the gender interaction effect between female top managers and female board directors in Chinese firms. I show that this gender interaction is positively associated with the firm's accounting return but negatively associated with its stock price return. Earnings management, which can lead to overstated accounting numbers but unfavourable stock market reactions, partly explains the opposite results. Furthermore, I find that only the newly appointed female top managers engage in this earnings management. Overall, the findings suggest that the pressure on women to perform leads to 'women helping women', which is detrimental to shareholders' value. Women are underrepresented on corporate boards. By employing the large variation in socioeconomic development across provinces of China, the third study shows that the barriers to board gender diversity are deeply rooted in societal gender role attitudes. I find that corporate boards tend to be more gender diverse in a province where there is a smaller gender difference in educational achievement in STEM disciplines, where there is a stronger belief that women and men possess equal intrinsic abilities, or where female political leaders are present in the provincial government or communist party. However, I find little evidence that female labour force participation or childcare provision would affect board gender diversity. Collectively, the findings suggest that it is the gender equality attitudes rather than the supply of average female labour that contribute to gender-diverse corporate boards.
26
Wang-Cowham, Cindy. "The transfer of human resource knowledge in multi-national corporations in China : the perspective of Chinese HR managers." Thesis, Manchester Metropolitan University, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.437684.
Full text
27
Gao, Bo Yang. "The role played by senior Chinese managers in some selected joint ventures of PRC during organizational change and development." Thesis, University of Macau, 2006. http://umaclib3.umac.mo/record=b1636647.
Full text
28
Chung, Yee Wah. "An examination of the attitudes of Chinese and American managers in Hong Kong to different sources of executive appraisal." Thesis, Chung, Yee Wah (1999) An examination of the attitudes of Chinese and American managers in Hong Kong to different sources of executive appraisal. Professional Doctorate thesis, Murdoch University, 1999. https://researchrepository.murdoch.edu.au/id/eprint/52716/.
Full textAbstract:
There are two objectives of this study. The first purpose is to examine the nature of convergence versus divergence of managerial attitudes of three groups of managers, Chinese managers working for Chinese firms, Chinese managers working for US firms, and American managers working for US firms in Hong Kong, toward supervisor-only appraisal and other non-traditional sources of appraisal of executive performance. These non-traditional methods include peer, subordinate, and multisource evaluation. The second objective is to explore the relationships between attitudes to supervisory appraisal and to the non-traditional appraisal sources. Two bodies of research, the concept of convergence-divergence-crossvergence and socialization theory, in addition to a review of the performance appraisal literature, provide the theoretical foundation for formulating hypotheses.
This study found a trend of convergence as to attitude to supervisory appraisal. As regards attitude to the non-traditional evaluation approaches, a definitive trend of divergence or convergence was not detected. Results indicated that the idea of executive appraisal was more supported in US firms than in Chinese firms. Moreover, subordinate evaluation was more accepted than peer evaluation in US firms. This study also found that attitude to supervisory appraisal was significantly related to attitudes to the non-traditional sources of rating.
These results imply that the transference of the practice of supervisory appraisal from US multinational corporations to their subsidiaries in Hong Kong is feasible while some modifications of the appraisal practice need to be made in Chinese firms to align with their values and culture. Furthermore, if an American firm attempts to incorporate an appraisal source in addition to supervisory appraisal, subordinate evaluation is recommended. Chinese firms are not ready at this stage to install any non-traditional appraisal systems. Finally, this study has demonstrated that attitude to supervisory appraisal is related to attitudes to other non-traditional approaches. This provides some direction for the development of theories of appraisal that take into account source of evaluation.
29
Wembe, Paulin Tchumtcha. "A new stakeholder management framework for EPCM Projects: Analysis of approaches used by Australian and Chinese Project Managers in Africa." Thesis, Curtin University, 2015. http://hdl.handle.net/20.500.11937/746.
Full textAbstract:
This research develops a new stakeholder management framework based on best practices of Australian and Chinese approaches in Engineering, Procurement and Construction Management projects in Africa. Managing stakeholders in EPCM projects in Africa are characterised by two distinct management approaches that can be broadly classified as Australian and Chinese models. The research combines the best practices of both to develop a new framework that helps project managers managing stakeholders in EPCM projects in Africa.
30
Yang, Wei. "Middle managers' roles and contributions in strategic change from the perspectives of learning and power : an empirical study of three Chinese enterprises." Thesis, University of Southampton, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.441678.
Full text
31
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." PDXScholar, 1993. https://pdxscholar.library.pdx.edu/open_access_etds/4632.
Full textAbstract:
As Western business increases in China and China acquires more technology from the West, the need to effectively train the Chinese workforce becomes more important. Identifying and understanding the perceived problems that Western corporate trainers encounter when they train Chinese may lead to more effective and efficient training programs. This study examines the experiences of trainers, working for American companies, who have designed and implemented training programs for Chinese from the People's Republic of China. The purpose of the study is to identify perceived problems the trainers encounter and to determine whether differences between Chinese and American cultures may account for these problems. Hofstede's Value Dimensions of Cultural Difference and Hall's Low-High Context Communication Schema are used to analyze the dimensions of cultural difference operating between the trainers and students of these training programs. Hofstede's and Hall's rating of U. S. culture as an individualist, moderately low power-distance, moderately weak uncertainty-avoidance, low context culture contrasts with the collectivist, moderately high power-distance, moderately strong uncertainty-avoidance, high context Chinese culture. Hofstede suggests that when a trainer from a culture with the American configuration trains students from a culture with a Chinese configuration several problems are likely to occur. Specific examples are included in the text. In-depth interviews, lasting between two and three hours, were conducted with nine trainers working for eight American companies. The data were analyzed using an ongoing constant comparative method which produced evolving problem categories and themes. In the final analysis of the data, three major problem categories, each with several subcategories, emerged. The major problem category, Power and Authority includes problems dealing with, Bureaucratic Maze, Decision-making, Getting Things Done, Communication, and the Chinese system of Connections. The second major problem category, Training and Learning Problems describes problems pertaining to Language, Training and Learning Processes, Problem-solving, Technical Sophistication, and Selection of Trainees. The third major problem category, Work Attitudes and Behavior addresses problems relating to Motivation, Responsibility, and Work Habits. Using Hofstede's Dimensions of Cultural Differences and Hall's Low-High Context Communication Schema, a sample of the most salient problems are analyzed for cultural differences between Chinese and American culture. Hofstede's and Hall's theories identify various dimensions of cultural differences between China and the U.S. which potentially lead to problems in a training context. The research revealed several perceived problems common to trainers of Western companies in training Chinese from the People's Republic. This study concludes that many of these problems can be explained in terms of the cultural differences identified by Hofstede and Hall. Finally, recommendations are made concerning both design and implementation of more effective training for Chinese. Possibilities for future study are suggested.
32
Zhu, Dan. "Managerial sex role stereotyping among Chinese students in New Zealand." Diss., Lincoln University, 2008. http://hdl.handle.net/10182/822.
Full textAbstract:
The management literature in gender issues argues that in spite of the progress made in the last few decades, women still face difficulties in being accepted and recognised as managers because the manager’s role has been perceived as masculine. Gender stereotypes, hence, continue to become a barrier to women’s access to top management position. This study examines the perceptions of the relationship between sex role stereotypes and the perceived characteristics necessary for managerial success among Chinese students in New Zealand. The study sample consisted of 94 male Chinese students and 119 female Chinese students studying in New Zealand. In order to allow for cross-cultural comparisons, this study used a direct replication the Schein Descriptive Index (SDI) from previous study (Schein & Mueller, 1992). The male and female perceptions on the relationship between sex role stereotypes and characteristics were analysed separately. The results revealed that both male and female Chinese students in New Zealand perceive that successful middle managers possess characteristics, attitudes and temperaments more commonly ascribed to men than to women in general. In addition, the results were compared with previous studies conducted in China and Japan, New Zealand, America, Britain, Canada, and Germany. Our findings conclude that Asian people are worse than Western people in respect to managerial sex role stereotyping, particularly, Chinese males who show a very strong degree of managerial gender stereotyping. Multiple discriminant analysis was used to discriminate the relationship between men, women and middle managers on 92 items from the survey questionnaire. The analysis resulted in two separate canonical functions which distinguished between three groups women, men and managers).
33
Wong, Po Wah. "To explore how high potential Chinese managers who are acquainted with each other practise critical reflective working behaviours through an in-house action learning programme." Thesis, University of East Anglia, 2010. https://ueaeprints.uea.ac.uk/48017/.
Full textAbstract:
There are varieties in the format an action learning. (AL) program is organized and their learning objectives were quite murky. However, according to Reg Revans, AL should be able to help the participants to learn critical self reflection which is also an important capability for a manager to lead change in their own organization. The researcher had the opportunity of organizing two AL programs for high potential management staff of two manufacturing companies in China. In order to achieve AL’s learning objective, these two programs were designed around the 5 key ingredients of AL discovered from the literature review. These 5 key ingredients were – emerging programmed knowledge; real problem; participants implement their own proposed actions; questioning insight with each other; and take improved action. As the target participants of each AL program were high potential Chinese management staff of the same company and were acquainted with each other, it was alleged that these 4 contextual factors – (1) the program arranged in-house in a (2) Chinese cultural context for (3) high potential management staff who were (4) acquainted with each other, could have an impact on the 5 key ingredients of AL. Literature mentioned little on ways these 4 contextual factors could impact on AL programs. In order to understand the way the 5 key ingredients could create impacts on the AL process, the methodology of action research (AR) was adopted. The AL program in Cycle 1 was a failure as some of the contextual factors had hindered the effective functioning of several key AL ingredients. Armed 4 with the experience, another AL program was organized. It was found that one of the team had enabled the members to practice critical self reflections but another team still failed to do that. This research seems to point out the possibility of achieving the learning objective of AL – critical self reflection when the 5 key ingredients were functioning effectively. However, the 4 contextual factors could enable the personality of the participants to become a roadblock for the effective functioning of the 5 key ingredients and rendered the AL program to become ineffective.
34
Zhang, Jun. "Ethical decision making : an exploratory study of British and Chinese manager behaviour." Thesis, University of South Wales, 2009. https://pure.southwales.ac.uk/en/studentthesis/ethical-decision-making(bb452fe1-d2f5-45f3-b542-33d283acda51).html.
Full textAbstract:
The growth of international businesses within the context of economic globalisation has created different operating environments that have exposed managers at both national and international levels to different business challenges as well as moral dilemmas. The moral dilemmas and subsequent decisions facing managers in Britain and China today are important considerations both in terms of research knowledge and management practices. This thesis is based on a triangulated cross-cultural comparative study of managers working for British multi-national corporations (MNCs) in China and the United Kingdom (UK). The study includes a postal survey and semi-structured interviews with Chinese and British managers of British MNCs that represent various industries. Alternative to traditional approach, the study has investigated the reality experienced by the managers in their decision making when confronted by moral dilemmas. The managers‟ moral behaviour processes are compared. For China-based managers, the recent moral, economic, social and cultural changes in modern China have contributed to the creation of ethical challenges. The dilemma for them is whether to follow local practices or the corporate standards of their British companies. For managers who are based in Britain, the centre of the moral tension is caused by reconciling personal ethical standards when making decisions to prioritise business rationale. Similarities found between Chinese and British managers show that despite moral struggles and discomfort suffered by managers, the decisions they finally make are determined by a leaning towards their companies‟ continued benefit. The evidence in this study suggests that managers‟ moral behaviour and final decisions are not often determined by what they personally think is morally right or wrong, but determined by their managerial responsibility, business pressure, commonly accepted practices, business culture and social environment, as well as changing economic environments. The components which play essential parts in constructing moral behaviour include managers‟ moral sensitivity, judgement, motivation and decisions. Business rationale and economic values of a decision are consistently shown to be the main reasons which can explain managers‟ decisions. This is the reality of managerial ethical decision-making interpreted and understood by the managers in China and the UK in this study.
35
Larsson, Mikael, Maria Olofsson, and Ulrika Severin. "How to manage the negotiation process with a Chinese company." Thesis, Kristianstad University College, Department of Business Administration, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-3780.
Full textAbstract:
Today, China is the fastest growing economy in the world (Fang, 2005). Foreign companies are competing for the opportunity to take part of this development and reach the Chinese market, and Sweden is no exception. A crucial part in doing business with Chinese companies is the negotiation process. There exist many differences in culture between Sweden and China. To consider these differences may be the key for a successful negotiation.
In this dissertation we study Chinese business negotiation only from the perspective of Swedish negotiators. Guidelines on how to make a successful deal have been compiled based on the literature and tested in a case study. In the case study Swedish negotiators has compared the guidelines from the literature with their actual experiences to see how well they match. Based on the result a modified list of guidelines will be presented that hopefully will be applicable for Swedish companies when negotiating with Chinese companies.
The result from the case study showed that the experiences from the respondents were consistent to some extent, but it also showed different issues worth mentioning. Because of the information received from the respondents a modified list of guidelines were made with the aim to be more applicable to Swedish exporting companies.
36
Axfjord, Jonatan, Jonas Johnsson, and Filip Kaikkonen. "Corporate Dating : How Swedish companies manage relationships with Chinese customers." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-35922.
Full textAbstract:
The aim of this study is to examine how Swedish companies manage business relationships and cultural barriers with Chinese customers. In order to achieve this, two research questions were formulated. The literature review includes material regarding business- to business relationship management, relationship quality and cultural differences between Chinese- and Swedish business culture. These theories have been combined and a theoretical synthesis model was outlined. The thesis conducts a multiple holistic case study, using a qualitative method and an abductive approach. Five Swedish firms were interviewed and the gathered data is presented in the empirical chapter. This data was later interpreted and compared with the literature review in the analysis chapter. The conclusion of the study is as follows: the case companies manage business relationship with Chinese customers through continuous interaction, learning and adaptation, which generate interorganizational understanding. Furthermore the case companies manage cultural differences through understanding and adaptation. The cultural knowledge and understanding needed for successful business on the Chinese market is dependent on the approach of which contact with Chinese customers is conducted.
37
Ma, Zaixin. "How do the Chinese and Japanese manage their joint ventures? : a comparative perspective." Thesis, Durham University, 2001. http://etheses.dur.ac.uk/3805/.
Full textAbstract:
Studies of international joint ventures (IJVs) in China continue to accumulate. Many were originally informed from various historical, economic, political, sociological, and geographical perspectives. More recently, international management theory and research has made some progress. Attention may likewise switch from the initial founding of I.lVs towards their subsequent operation and management and eventual maturation. In addition, it will become more possible to compare different international approaches and perspectives upon such. For that reason, this study seeks to explore and explain why conflicting interests arise in Japanese Affiliated Enterprises (JAEs) in China and how Chinese and Japanese perspectives differ. It therefore applies a theoretical model of IJV founding and development derived from the works of Harrigan, Parkhe and others to a sample of eighty-one JAEs and four short case studies. It concentrates upon the variables of founding motives, partner selection, control and conflict, performance, and investment environment and places their development into an overall context. A range of historical, economic, political, cultural, and personality factors are identified in the process and future developmental/research possibilities specified.
38
Eng, Sookhoe. "The illness with no 'tail' : how foreign-born UK Chinese understand and manage type 2 diabetes." Thesis, Cardiff University, 2012. http://orca.cf.ac.uk/41959/.
Full textAbstract:
Given the global rise of diabetes, the low uptake of GP services and prescribed medicine among UK Chinese is worrying. Little is known about their management of symptoms, compliance with treatment and implementation of lifestyle changes inherent in living with diabetes. Even less is known about whether they use Chinese folk medicine as part of their treatment regime. This qualitative study reduces this information gap based on data collected through focus group discussions and individual interviews. Eight focus group discussions were held in Leeds, Bristol, Birmingham and London with 37 foreign-born UK Chinese participants, including patients, friends and family members. On completion of the eight focus groups, 22 semi-structured individual interviews were conducted with both foreign and British-born Chinese with diabetes. Findings from the focus groups include (i) a reluctance to accept diabetes as a chronic illness, (ii) persistence in the use of folk remedies and (iii) an absence of use of professional Chinese medicine for diabetes, with the exception of one participant. Findings from the individual interviews on ideas about diabetes were similar to those from the focus groups, with further developments in the images of diabetes. With regards to self-management regimes, different coping styles indicated high levels of anxiety and uncertainty surrounding the nature of diabetes. Use of medicine, Chinese or otherwise, was found to be linked to levels of trust and integration with the host community. Themes consistent in both phases of the study include firstly, the description of diabetes as an illness with ‘no tail’ (mouhmei/meiwei 没尾) – the tail representing an end of an illness. Secondly, the cultural practice of food abstinence (gaihhauh/jikou 戒口) was perceived to be an effective method of control and prevention of the deterioration of diabetes. Finally, the relentless search for a cure expressed as ‘cutting the tail’ (tueihmei/duanwei 段尾) was evident in all the interviews. This study highlights the difficulties experienced by ethnic groups whose folk models of illness differ from those of biomedicine. It also addresses two important issues in the management of chronic illness: coping with uncertainty and the importance of trust. These results can help inform the future planning and delivery of healthcare services for ethnic minority groups.
39
Peng, Ronghe, and Yi Xiao. "How to manage the bullwhip effect in the supply chain : A case study on Chinese Haier Group." Thesis, Högskolan i Gävle, Avdelningen för Industriell utveckling, IT och Samhällsbyggnad, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-16288.
Full textAbstract:
This thesis intended to increase the understanding of bullwhip effect in electrical appliance industry in the Chinese market. In the supply chain management, the bullwhip effect is a phenomenon can never be ignored. The bullwhip effect has being defined as information distortion when orders move form downstream enterprises to the supplier (Lee et al 1997b). The distortion information was amplified step by step, and finally propagates to the enterprise marketing, logistics, manufacture and other fields. The existence of the bullwhip effect weakens the ability to add value and competitiveness of the supply chain. Hence, enterprises must collaborate and jointly mitigate the bullwhip effect to reach groups coexist. This work focus on the electrical appliance industry in China, and based on the successful experience of the case company, Haier Group, to formulate recommendations. Firstly, this research analysis the four causes of the bullwhip effect: demand forecast, price fluctuations, order quantity and short game (Lee et al 1997a). After analyze these causes, this study begins to identify the impacts which the bullwhip effect bring to the members of supply chains. The most obvious impacts can be defined as inaccurate forecasting, inadequate customer service and high inventory cost. Next, the paper evaluate the measures of Haier implement to dampen the bullwhip effect. Information sharing, the key point to solve the problem has been use in Haier. In addition to this, the Just in Time (JIT) strategy which include JIT purchase, JIT delivery and JIT distribution is another important measure for Haier to achieve the goal of mitigate the bullwhip effect. Overall Every Control and Clear (OEC) management was created by Haier Group and aims to improve the supply chain management, is another countermeasure to deal with the bullwhip effect. Besides, the inventory management also have an important role in gaining the control of bullwhip effect. In summary, the successful experience on dampening the bullwhip effect of Haier can shine a light for electrical appliance industry in China on solving the similar problem. Information sharing is always the key point to mitigate the bullwhip effect, and related instructions should build to remove the barriers of sharing information.
40
Shao, Hong Xiang. "DEVELOPING ORGANIZATIONAL DYNAMIC CAPABILITIES IN PROJECT-BASED INTEGRATED SOLUTION : A Study of Servitization in Chinese Water Treatment Industry." Thesis, Umeå universitet, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-160755.
Full textAbstract:
Manufacturing firms seeking to create and extend competitive advantage are striving to include more services into their offerings. Meanwhile, there are research gaps such as how frontline service providers influence organizational dynamic capabilities and how organizational dynamic capabilities can be developed in servitization need to be systematically studied and explicitly explained. Although service is characterized by service providers applying own knowledge and skills for the benefits of customers, service providers are traditionally looked as pure decision takers. The influence of service providers upon organizational dynamic capabilities is habitually underestimated. Because solution is classified as the most common offering in servitization and project-based integrated solution is an essential category in solution the study launched in this thesis focuses on firms providing project-based integrated water treatment solutions. The attempt to fill identified research gaps is carried out in three steps by answering hereinafter questions: What roles the frontline service providers, project manager and team members, play in project-based integrated solution? How service providers can influence organizational dynamic capabilities in project-based integrated solution? What mechanisms service providers can leverage to develop dynamic capabilities in project-based integrated solution? This thesis builds on the intersection of dynamic capability and servitization literatures and is complemented by insights from project-based organization researches. Knowledge about the micro-foundations of dynamic capabilities in project-based integrated solution is generated from literature review. Data on potential strategic roles of service providers, their influence on organizational capabilities, and mechanisms to develop capabilities are collected in semi-structured interviews. In this thesis, the strategic roles which project manager and team members play, and their respective influences upon organizational capabilities are differentiated. Meanwhile, data in relation with the service cocreators on customer side are also collected and analysed, and their influence on project performance is discussed. Overall, this study is qualitative in nature and the theory development follows a deductive in combination with inductive approach. This study generates at least four theoretical contributions: firstly, it classifies the roles frontline service providers could play; secondly, it deepens the understanding of the influence frontline service providers could have on organizational capabilities; thirdly, it explores the micro-foundations of dynamic capabilities in servitization; and fourthly, it provides preliminary findings about the influence of service co-creators. This study also brings multiple managerial contributions for example providing insights for managers to reconsider firm organizational structure, decision-making processes, human resource and knowledge assets management in servitization. Additionally, this study suggests that there are applicable mechanisms for firms to develop capabilities in project-based integrated solution. Finally, this study emphasizes that, to improve project performance, managers should also put more efforts on developing service cocreators’ capabilities.
41
Cook, Keith. "A comparative study of the adaptation required by Chinese students studying on UK managed programmes in three different international locations." Thesis, Liverpool Hope University, 2016. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.722167.
Full text
42
Yao, Ye. "Influence des attitudes managériales envers la RSE sur la performance sociétale de l’entreprise. Le cas des managers en Chine et en France." Thesis, Paris Est, 2014. http://www.theses.fr/2014PEST0055.
Full textAbstract:
La mondialisation croissante et les changements sociétaux transforment le management qui semble devoir évoluer vers une gestion de la performance par la promotion de l'excellence. La responsabilité sociétale d'entreprise (RSE) émerge à cet égard comme un thème d'importance substantielle et évolutive. Cependant, en dépit des efforts des chercheurs et de la préoccupation continue des entrepreneurs et des citoyens issus de plusieurs pays en matière de RSE, beaucoup d'études empiriques sur la RSE proviennent des (ou se concentrent presque exclusivement sur) pays anglophones. De surcroît, malgré la portée internationale des activités des entreprises et la mobilité internationale montante des managers, nous connaissons peu l'étendue des différences entre les pays et leurs similitudes sur le plan de la RSE. Dès lors, il est essentiel que les chercheurs et les organisations saisissent la manière dont la RSE est perçue dans le monde et dont elle fonctionne ainsi que les liens entre la performance et RSE.Partant de l'histoire de la RSE et de la littérature académique récente, nous avons construit un cadre conceptuel fondé sur l'appréhension de trois tendances clés de la RSE, à savoir généralisation, institutionnalisation et internationalisation, et de trois écoles principales théoriques de la RSE, à savoir école classique, école des parties prenantes et école stratégique.Nous avons ensuite mené notre étude empirique en nous appuyant sur un échantillon constitué de deux groupes (294 individus de Chine et de France) et en collectant les données au moyen d'un questionnaire. Cette étude empirique porte, d'une part, sur la relation qui existe entre l'attitude managériale envers la RSE, le dynamisme des parties prenantes, l'acceptation de la RSE dans la firme, l'activité de l'entreprise, les difficultés rencontrées, la performance sociétale de l'entreprise et, d'autre part, sur le mécanisme de fonctionnement de la RSE et les différences de perception du rôle de l'entreprise dans la société dans les cultures chinoise et française.Nous avons dans un troisième temps élaboré un modèle intégré de la RSE constitué de 6 dimensions selon la logique principe-processus-résultats. Les traitements statistiques réalisés (corrélations, régressions et SEM) au moyen des logiciels SPSS et AMOS ont permis d'obtenir des résultats satisfaisants. Ces résultats mettent en évidence d'un côté le mécanisme de fonctionnement de la RSE dans la firme, et d'un autre côté, les divergences et les convergences en termes d'attitudes, d'activités, de difficultés et de performances sociétales.À partir de ces résultats, des suggestions pour optimiser les démarches de la RSE sont proposées sur le plan de l'intégration stratégique, de l'innovation et de la gestion des parties prenantes. Enfin, des investigations pour des voies de recherches futures sont recommandées telles que des études contextuelles relatives aux comportements organisationnels et au dynamisme des parties prenantes.Mots-clés : RSE, attitude, parties prenantes, mécanisme de la RSE, performanceThe deepening globalization and the social changes transform the management which seems to move towards the performance management through the promotion of excellence. Corporate Social Responsibility (CSR) has thus emerged as a theme of substantial and progressive importance. However, despite the efforts of researchers and continuing concern of entrepreneurs and citizens from multiple countries on CSR, many empirical studies on CSR come from (or focus almost exclusively on English-speaking countries). Yet, given the international scope of business activities and the rising international mobility of managers, we know too little about the differences and similarities on the plan of CSR between countries. Therefore, it is essential that researchers and organizations know if the CSR is perceived in the same manner in the world, and how CSR works as well as the connections between the corporate performance and CSR.Starting from the history of CSR and the recent academic literature, we construct a conceptual framework based on the understanding of the three key trends in CSR, e.g. generalization, institutionalization and internationalization, and on the three main theoretical schools of CSR, namely, classical school, stakeholder school and strategic school.Following this, we conduct our empirical study by relying on a sample constituted from two groups (294 individuals from China and France) and by collecting the data by way of a questionnaire. This empirical study focuses, on the one hand, on the relationship between managerial attitude to CSR, stakeholder dynamic, acceptance of CSR in the firm, firm's activity, difficulties and social performance of the firm; and on the other hand, on the mechanism of operation and perception difference of the role of business in society in Chinese and French cultures.We then elaborate an integrated model of CSR with 6 measures according to the logic process-principle-results. The statistical treatment (correlation, regression and SEM) realized by SPSS and AMOS software permit us to obtain satisfactory results. These results reveal, on one side, the functioning mechanism of CSR in the firm, and on the other side, the divergence and convergence of attitudes, activities, difficulties and social performance.From these results, suggestions for optimizing CSR efforts are proposed in regard to the strategic integration, innovation and stakeholder management. Lastly, for future research, investigations are suggested to be pursued on contextual studies, organizational behavior and stakeholder dynamic.Keywords: CSR, attitude, stakeholder, CSR mechanism, performance
43
Putri, Juli Iwan, and 馮麗娟. "Chinese Managers’ Construction of Meanings Towards ERP." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/7aa88z.
Full textAbstract:
碩士國立彰化師範大學
企業管理學系
106
Enterprise resource planning (ERP) systems have been implemented widely. An ERP systems is a cross-functional system which integrates various internal-departmental in a company with an attempt to increase responsiveness, improve communication, shorten processing time and achieve competitive advantages. Implementation of ERP system implementation is even harder when cultural issues are involved; such as in Chinese markets. There is evidence that both the use and understanding of ERP is different in Chinese firm. Cultural issues; such as paternalism, personalism, high-context communication and losing face attribute to ERP implementation in Chinese settings. However, the way such cultural elements shape Chinese manager’s understanding of ERP and its implementation have not been well explored. In this study, I set out to answer three questions. First, how do Chinese managers implement ERP systems? Second, what are the barriers to ERP implementation in a Chinese cultural setting? Third, what meanings do managers give to ERP? A qualitative research design addresses three questions through the use of case studies. Case studies were conducted in companies that have already implemented ERP systems. Data collection activity were semi-structured interviews with top management managers. The findings of this study reveal Chinese managers associate ERP with the distinct meaning of keeping up with trends, rigid, reduce conflicts and do-know-talk-later. This closes the gap found in that mentions the relevance of Chinese culture but does not elaborate on how it shapes managers meaning and so implementation and use of ERP.
44
Wang, Jia. "The practices of managers in a Chinese shareholding enterprise." 2004. http://purl.galileo.usg.edu/uga%5Fetd/wang%5Fjia%5F200408%5Fphd.
Full text
45
Chia, Anthony Chin Pang. "Cross cultural implications of Singaporean Chinese managers in Western multinationals." 2006. http://arrow.unisa.edu.au:8081/1959.8/28378.
Full textAbstract:
The impetus of this research to explore cross-cultural differences and conflicts between Singaporean Chinese Managers and their western MNCs managers was due to the researcher's 12 years real-life, working experiences in western MNCs. The interest was extended to discover how these managers are able to deal with the corresponding cross-cultural conflict that is embedded in the day-to-day interaction between himself and his superiors from the west The research has found out that despite the changing cultural influence on Singaporean Chinese Managers, they still exhibit a substantial number of Confucian behavioural characteristics that was inherited from their Chinese forefathers, in the area of work attitudes; the importance of intrinsic and extrinsic work attributes; the commitment to the organisation they work for; and from the job itself. Singaporean Chinese Managers are also found to be less confrontational in nature when dealing with conflicts, and are less incline to express their dissatisfaction, or even have a face-to-face argument with their superiors. The research also found that there is a growing 'compromisers' cluster, a group of people who only moderately uphold traditional values regarding family, education and morale, who are open to innovation and whose aim in life is to be socially and financially successful. It further reveals that younger Singaporean Chinese Managers are now more vocal and more confrontational than their older counterparts and possesses more westernised behavioural characteristics. Therefore, this research provides an insight into the way in which Singaporean Chinese Managers both construct and maintain a notion of identity and also explores the evolving cultural shift in the next generation of managers in the Singaporean Chinese community.
46
"Hong Kong as a management training ground for Chinese managers." Chinese University of Hong Kong, 1989. http://library.cuhk.edu.hk/record=b5886031.
Full text
47
Hsieh, Yi-Hsuan, and 謝逸璇. "The Impact of Chinese Cultural Characteristics on Managers' Unethical Behaviors." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/46876420197121023685.
Full textAbstract:
碩士國立東華大學
國際企業學系
97
In recent years, there are many enterprise’s scandals, as Procomp and Rebar. It made damage to stockholders, staff, banks and enterprises that they contact with and also made turbulent. To be a success manager needs talent and wisdom, but the most important is moral. As a result of personal moral is relate to family, living environment and national culture. In Taiwan, we are affected deeply by Chinese culture, so the research use Chinese Cultural Characteristics that renqing, bao and mianzi as independent variables, and moral and anomie as mediated variables, and manager’s unethical behavior as dependent variable. This research takes method of survey questionnaire, and confirms the relationship between each hypothesis by Structural Equation Modeling. The results of this study indicated that bao and mianzi made effect to moral, and renqing made effect to moral but either anomie. In additional, renqing brings more negative effect to manager’s unethical behavior.
48
long, Kao Chia, and 高嘉隆. "Cultural Experience and Transnational Labour Market：Taiwanese Firm and Chinese Managers in Vietnam." Thesis, 2004. http://ndltd.ncl.edu.tw/handle/04602182304678937433.
Full text
49
Hung, Fang Jen, and 方仁宏. "The Research of Vertical-Relationship Identity for Taiwanese Managers and Their Chinese Subordinates." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/23814010553983682337.
Full text
50
Packard, Carol B. "Cross-cultural study of American and Chinese managers : use of information in decision-making /." 2006. http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqdiss&rft_dat=xri:pqdiss:3250305.
Full textAbstract:
Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2006.Source: Dissertation Abstracts International, Volume: 68-02, Section: A, page: 0642. Adviser: K. Peter Kuchinke. Includes bibliographical references (leaves 126-133) Available on microfilm from Pro Quest Information and Learning.