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Journal articles on the topic 'Chinese managers'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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1

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

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

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

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

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3

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

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

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4

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

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

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

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6

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

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

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

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

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

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

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11

Mok, Connie, Ray Pine, and Abraham Pizam. "Work Values of Chinese Hotel Managers." Journal of Hospitality & Tourism Research 21, no. 3 (February 1998): 1–16. http://dx.doi.org/10.1177/109634809802100301.

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Shenkar, Oded, Simcha Ronen, Erella Shefy, and Irene Hau-siu Chow. "The Role Structure of Chinese Managers." Human Relations 51, no. 1 (January 1998): 51–72. http://dx.doi.org/10.1177/001872679805100104.

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Selmer, Jan, Eric S. H. Ling, Lewis S. C. Shiu, and Corinna T. de Leon. "Reciprocal adjustment? mainland Chinese managers in Hong Kong vs. Hong Kong Chinese managers on the mainland." Cross Cultural Management: An International Journal 10, no. 3 (September 2003): 58–79. http://dx.doi.org/10.1108/13527600310797649.

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Sang, Peidong, Jinjian Liu, Lin Zhang, Lingqiao Zheng, Haona Yao, and Yanjie Wang. "Effects of Project Manager Competency on Green Construction Performance: The Chinese Context." Sustainability 10, no. 10 (September 25, 2018): 3406. http://dx.doi.org/10.3390/su10103406.

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Project manager competency is a key factor determining the success of a project. With the deterioration of the environment, green buildings have come into being. Compared to traditional buildings, green buildings encounter more complex problems during the construction process, and project managers are faced with greater challenges. Existing research on the evaluation of project manager competency based on green building construction (GBC) is scarce. Thus, the aim of this paper is to evaluate project manager competency for green construction. By means of a literature review and a focus group meeting, the key success factors of green buildings and project manager competency were determined. Thereafter, a questionnaire survey was used to investigate people’s understanding of the importance of project manager skills. Structural equation modeling was selected to test the hypotheses. The results demonstrate that China is in the infancy of GBC development. Leadership and organization, target management, and emotional intelligence of project managers are considered to be important factors that affect green construction performance. The results of this study provide a theoretical basis for the selection of excellent project managers for GBC.

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15

Yi, Huang, and Yang Xiugang. "Managers' Overconfidence, Risk Preference, Herd Behavior and Non-efficient Investment." Independent Journal of Management & Production 10, no. 1 (February 1, 2019): 056. http://dx.doi.org/10.14807/ijmp.v10i1.845.

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With the bounded rationality hypothesis, the psychological deviation of managers often leads to non-efficient investment decision-making practices. The study examines the impact of manager’s overconfidence, risk-preference and herd behavior on non-efficient investment using the Chinese A-shares listed company data as the research object, and finds that: (1) managers’ overconfidence and herd behavior would lead to more non-efficient investment in Chinese listed companies; and (2) managers’ risk preference restrains the increase of non-efficient investment to some extent. Meanwhile, the influence of the manager’s psychological deviation on the actual investment decision is a complicated process and can have a comprehensive effect resulted from the interaction of the above psychological biases, we also find that (3) managers' overconfidence is an interactive term in the effects of herd behavior and risk preference on non-efficient investment. That is, managers’ overconfidence can significantly reduce the positive effect of herd behavior on non-efficient investment; and can also significantly relieve the inhibition effect of risk preference on non-efficient investment. These findings reveal that it is important to understand managers’ irrational behaviors in enterprise investment decision-makings.

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Cao, Ziying, Verl Anderson, Feng Xu, and Cam Caldwell. "Understanding Chinese students’ values – insights for tomorrow’s managers." International Journal of Public Leadership 14, no. 2 (May 14, 2018): 119–36. http://dx.doi.org/10.1108/ijpl-10-2016-0036.

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Purpose The purpose of this paper is to examine the values of Chinese university students as future leaders and employees in a global economy. Despite the fact that China’s role in the world economy has become increasingly important, little has been done to examine the nature of tomorrow’s Chinese business leaders. Design/methodology/approach A values survey was administered to business major students at a Tier 1 Chinese university and data were collected from 984 respondents to test five hypotheses relevant to values for Chinese youths. Findings This study suggests that today’s Chinese business students view traditional Chinese values through a lens influenced by western cultural and economic thinking as well as positive and negative impacts from rapid economic development. Research limitations/implications This paper is an empirical study based on a survey being administered to Chinese university students in two major cities in China. A limitation would be that all Chinese youth of the same age may not have the same values as this set of university students, or even those of Chinese students from a different region of China. Originality/value This paper is among the first to identify the current cultural values of the younger Chinese of university age population.

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17

Szeto, Ricky W. F. "Sustainability of Conventional Sagacity Among Chinese Managers." Chinese Economy 44, no. 3 (May 2011): 5–21. http://dx.doi.org/10.2753/ces1097-1475440301.

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18

Renand, Franck. "Chinese vs. Western managers' culture and education." Education, Knowledge and Economy 1, no. 1 (April 11, 2007): 83–92. http://dx.doi.org/10.1080/17496890601135857.

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Song, Shi‐Rui, and Andrew Gale. "The work values of Chinese project managers." Cross Cultural Management: An International Journal 14, no. 3 (August 7, 2007): 217–28. http://dx.doi.org/10.1108/13527600710775766.

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20

Semenik, Richard J., Nan Zhou, and William L. Moore. "Chinese Managers' Attitudes toward Advertising in China." Journal of Advertising 15, no. 4 (December 1986): 56–62. http://dx.doi.org/10.1080/00913367.1986.10673039.

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21

Keenan, John P. "Comparing Chinese and American Managers on Whistleblowing." Employee Responsibilities and Rights Journal 19, no. 2 (April 20, 2007): 85–94. http://dx.doi.org/10.1007/s10672-007-9036-0.

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22

Vilkinas, Tricia, Jie Shen, and Greg Cartan. "Predictors of leadership effectiveness for Chinese managers." Leadership & Organization Development Journal 30, no. 6 (August 28, 2009): 577–90. http://dx.doi.org/10.1108/01437730910981944.

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Simon Wong, Chak‐Keung, and Kam‐Ho Manson Chung. "Work values of Chinese food service managers." International Journal of Contemporary Hospitality Management 15, no. 2 (April 2003): 66–75. http://dx.doi.org/10.1108/09596110310462913.

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24

Jianhua, Lu. "CHINESE WORKERS' HIGH EXPECTATIONS OF ENTERPRISE MANAGERS." International Sociology 6, no. 1 (March 1991): 37–49. http://dx.doi.org/10.1177/026858091006001003.

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25

Lin, Li, Peter Ping Li, and Hein Roelfsema. "The traditional Chinese philosophies in inter-cultural leadership." Cross Cultural & Strategic Management 25, no. 2 (May 8, 2018): 299–336. http://dx.doi.org/10.1108/ccsm-01-2017-0001.

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Purpose As the global presence of Chinese firms grows, increasing numbers of Chinese managers are working abroad as expatriates. However, little attention has been paid to such Chinese expatriate managers and their leadership challenges in an inter-cultural context, especially across a large cultural distance. To fill the gap in the literature concerning the leadership challenges for expatriate managers in an inter-cultural context, the purpose of this paper is to elucidate the leadership styles of Chinese expatriate managers from the perspectives of three traditional Chinese philosophies (i.e. Confucianism, Taoism, and Legalism) in the inter-cultural context of the Netherlands. Design/methodology/approach The data for this qualitative study were collected via semi-structured, open-ended, narrative interviews with 30 Chinese expatriate managers in the Netherlands. Findings The results clearly show that the leadership style of Chinese expatriate managers is deeply rooted in the three traditional Chinese philosophies of Confucianism, Taoism, and Legalism, even in an inter-cultural context. Specifically, the study reveals two salient aspects of how Chinese expatriate managers frame and interact with a foreign cultural context from the perspectives of traditional Chinese philosophies. First, the Chinese expatriate managers reported an initial cultural shock related to frictions between the foreign cultural context and Confucianism or Taoism, but less so in the case of Legalism. Second, the Chinese expatriate managers also reported that their interactions with the Dutch culture are best described as a balance between partial conflict and partial complementarity (thus, a duality). In this sense, the leadership style of Chinese expatriate managers is influenced jointly by the three traditional Chinese philosophies and certain elements of the foreign cultural context. This is consistent with the Chinese perspective of yin-yang balancing. Originality/value This study is among the first to offer a more nuanced and highly contextualized understanding of leadership in the unique case of expatriate managers from an emerging market (e.g. China) in an advanced economy (e.g. the Netherlands). The authors call for more research to apply the unique perspective of yin-yang balancing in an inter-cultural context. The authors posit that this approach represents the most salient implication of this study. For practical implications, the authors argue that expatriate leaders should carefully manage the interplay between their deep-rooted home-country philosophies and their salient host-country culture. Reflecting on traditional philosophies in another culture can facilitate inter-cultural leadership training for Chinese expatriates.

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Bunchapattanasakda, Chanchai, and Pisit Wong. "Management practices of Chinese managers in Chinese MNCs operating in Bangkok." Cross Cultural Management: An International Journal 17, no. 3 (August 2010): 268–82. http://dx.doi.org/10.1108/13527601011068360.

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Chao, Mike Chen-ho, Fuan Li, and Haiyang Chen. "Perceived ethicality of moral choice." Nankai Business Review International 7, no. 2 (June 6, 2016): 258–79. http://dx.doi.org/10.1108/nbri-12-2015-0032.

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Purpose Motivated by the heated discussion with regard to the Chinese milk powder incident, this paper aims to explore the determinants of Chinese managers’ moral judgment. Are Chinese professional managers’ moral judgments on an ethical dilemma influenced by their commitment to the norms and values recognized by a prestigious professional association outside of China? Do Chinese managers’ moral development and level of relativism impact their ethical decisions? Design/methodology/approach A structured survey was conducted, generating 544 valid responses from Chinese managers. Findings The results showed that moral maturity and relativism, independently and together, were significantly related to Chinese managers’ moral judgment on a hypothetical business dilemma, though no significant effect was found for their commitment to ethics codes. Originality/value The findings confirm the important role of moral development and relativism in Chinese mangers’ moral judgment and suggest the need for further research on the impact of professional ethics codes.

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Yu, Fan, Pingtian Wang, Yun Bai, and Dandan Li. "Governance conflict in Chinese family firms." International Journal of Conflict Management 29, no. 4 (August 13, 2018): 446–69. http://dx.doi.org/10.1108/ijcma-09-2017-0114.

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Purpose According to the real environment of China, the authors collect micro data about Chinese family firms (FFs) to explain why some Chinese FFs still tend to introduce external managers though they have to face governance conflict between family-based managers and external managers. Design/methodology/approach This study analyzes the effect of governance conflict between family-based managers and external managers on firm performance by using ordinary least square test, which is also used to test which factor has influence on governance conflict’s profit promotion effect. Findings This study finds that governance conflict significantly improves firm performance (profit promotion effect). The governance conflict caused by the introduction of external managers in Chinese FFs can significantly improve a firm’s performance by raising its management efficiency and capital investment. Research limitations/implications The governance conflict of the family business needs to be further refined in following research. Besides, this study is only based on the empirical study of cross-section data. Originality/value Different from the existing related research is mainly based on the sample data of listed family enterprises, the China employer-employee matched survey data includes a large number of small and medium-sized FFs, and has obtained the actual situation of how many of the middle and senior managers are external not family members.

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Cheng, Hong, Feifei Song, and Dandan Li. "How middle managers’ participation in decision-making influences firm innovation performance." Chinese Management Studies 11, no. 1 (April 3, 2017): 72–89. http://dx.doi.org/10.1108/cms-12-2016-0253.

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Purpose This paper aims to re-examine the effect of middle managers’ participation in decision-making (DM) on the innovation performance of Chinese manufacturing firms. It also testifies the intermediation channels regarding how middle managers’ participation influences firm innovation performance by testing the mediating effect. Design/methodology/approach This paper constructs a model that determines firm innovation and tests the hypotheses with econometric regressions using first-hand data from the China Employer–Employee Survey. Semiparametric and intersectional regressions are used to show how middle managers’ participation in DM influences Chinese firm innovation after controlling for the characteristics of middle manager personnel, entrepreneurs, frontline workers, firm, industry and country. Findings This paper empirically shows that middle managers’ participation in DM has a significantly positive effect on firm innovation. After testing the mediating effect, the findings show that the improvement of middle managers’ DM participation leads to a certain increase in technicians and a reduced dependence on government. In this regard, middle managers’ participation is complementary to the human capital of entrepreneurs. Originality/value This paper measures the degree of middle managers’ participation in DM according to four indicators. It focuses on the influence mechanisms of middle managers’ participation in DM on firm innovation performance, based on their ability to allocate external and internal resources. These findings will be useful for investigating management resource reallocation within firms for developing countries.

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Xing, Yijun, Cary L. Cooper, Yipeng Liu, and Shlomo Yedidia Tarba. "Managing African Employees of Chinese Firms in Africa: Chinese Managers' HRM Practices." Academy of Management Proceedings 2014, no. 1 (January 2014): 14342. http://dx.doi.org/10.5465/ambpp.2014.14342abstract.

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Szeto, Ricky W. F. "Chinese folk wisdom: Implications for guarding against unethical practices by Chinese managers." Journal of Public Affairs 10, no. 3 (June 4, 2010): 173–85. http://dx.doi.org/10.1002/pa.355.

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PREECHANONT, PIYANUCH, and TAO LU. "A COMPARATIVE STUDY OF SMALL BUSINESS OWNER-MANAGERS' IDENTITY CONSTRUCTION IN B2B RELATIONSHIP MARKETING AND BUSINESS NETWORKING DISCOURSE IN THE UK AND CHINA." Journal of Enterprising Culture 21, no. 04 (December 2013): 495–532. http://dx.doi.org/10.1142/s0218495813500192.

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In a small business context, the importance of relationship marketing has not attracted much academic attention. This study explores the discursive resources on which small business owner-managers draw, when making sense of business to business (B2B) relationships and networks and constructing identities in various socio-cultural contexts. Through unstructured interviews with 21 British and 22 Chinese owner-managers, we find that both British and Chinese respondents show a noticeable preference for long-term interactive relationships and portray themselves as being interpersonal skillful. Yet British owner-managers describe themselves as being relational, trustworthy, and committed mostly at interorganizational level. According to them, interpersonal relationships are merely employed as a marketing technique supporting organizational goals. In contrast, Chinese owner-managers make sense of their identity merely at interpersonal level. They shape their self-images as trustworthy "friends" on both cognitive and affective dimensions. Chinese owner-managers present themselves as being personally committed to their relationship partners and highlight the importance of being reciprocal, cooperative, flexible, empathetic, respectful of "face", and willing to compromise. Chinese owner-managers verbally attach interorganizational relationship to interpersonal relationship and thus present a more complicated image of self. Some discourses of Chinese owner-managers show similar pattern of sensemaking with British owner-managers. This echoes structural changes of economic ideology as well as legal and contractual infrastructure. The concrete findings support the utility of sensemaking and identity construction as a framework for studying relationship marketing and business networking.

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Xin, Katherine R., and Ming-Jer Chen. "Inside Chinese Business: A Guide for Managers Worldwide." Academy of Management Review 27, no. 1 (January 2002): 127. http://dx.doi.org/10.2307/4134374.

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Wong, Amy Lai Yu. "Making career choice: A study of Chinese managers." Human Relations 60, no. 8 (August 2007): 1211–33. http://dx.doi.org/10.1177/0018726707081661.

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Yan, Kai‐Cheung, and Michael Mak. "Effectiveness of Western MBA programmes for Chinese managers." Journal of Knowledge-based Innovation in China 2, no. 1 (April 6, 2010): 117–41. http://dx.doi.org/10.1108/17561411011032025.

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Khosravi, Fatemeh, Andrea Taylor, and Yim Ling Siu. "Chinese water managers' long-term climate information needs." Science of The Total Environment 750 (January 2021): 141637. http://dx.doi.org/10.1016/j.scitotenv.2020.141637.

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McDonald, Gael M., and Raymond A. Zepp. "Ethical perceptions of Hong Kong Chinese business managers." Journal of Business Ethics 7, no. 11 (November 1988): 835–45. http://dx.doi.org/10.1007/bf00383046.

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Fang, Tony. "Inside Chinese Business: a guide for managers worldwide." International Business Review 12, no. 1 (February 2003): 129–31. http://dx.doi.org/10.1016/s0969-5931(02)00092-6.

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Li, Jessica, and Jean Madsen. "Examining Chinese managers' work‐related values and attitudes." Chinese Management Studies 4, no. 1 (April 6, 2010): 57–76. http://dx.doi.org/10.1108/17506141011033007.

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Cooper, Richard N., and Ming-Jer Chen. "Inside Chinese Business: A Guide for Managers Worldwide." Foreign Affairs 80, no. 3 (2001): 134. http://dx.doi.org/10.2307/20050174.

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Chong, John, and Benjamin Tai. "SENIOR CHINESE MANAGERS� JOB SATISFACTION AND WORK BELIEFS." European Journal of Business Research 13, no. 1 (March 1, 2013): 23–26. http://dx.doi.org/10.18374/ejbr-13-1.3.

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Butt, Atif Saleem. "Guanxi and intra-organizational conflicts: evidence from Chinese logistics industry." Management Research Review 42, no. 4 (April 15, 2019): 495–505. http://dx.doi.org/10.1108/mrr-05-2018-0193.

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Purpose The purpose of this paper is to understand conflicts that develop between managers and their respective firms when a personal relationship is present between managers of buying and supplying firms in the Chinese logistics industry. Design/methodology/approach This research uses a case study methodology to allow for an assessment of the conflicts that emerge between managers and their respective firms when a personal relationship is present between them. Findings The findings reveal conflicts between managers and their respective firms as a result of personal relationship between managers buying and selling logistics services in China. Research limitations/implications This study uses semi-structured interviews with Chinese senior managers to explore intra-organizational conflicts, which develop as a result of personal relationships embedded within buyer–supplier relationships. The generalizability of the findings will have to be empirically examined in future research. Practical implications Chinese firms can use the findings to understand conflicts, which arise between managers and their respective firms when a personal relationship is present between managers engaged in the process of buying and selling logistics services. Originality/value A notable gap in buyer–supplier relationship literature, specifically in Chinese business culture, is an unfulfilled need for research examining intra-organizational conflicts, when a personal relationship is present between managers of buying and supplying firms in the logistics industry. This paper addresses this gap.

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Sun, Zhe, and Liang Zhao. "Chinese reverse M&As in the Netherlands: Chinese managers’ trust building practices." Chinese Management Studies 14, no. 1 (October 16, 2019): 69–91. http://dx.doi.org/10.1108/cms-11-2018-0748.

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Purpose Building trust is critical in reverse mergers and acquisitions (M&As), attributed to the divergence of governance and culture between the East and the West. This paper aims to explore the barriers and trust-building practices of Chinese managers in reverse M&As in developed countries. Design/methodology/approach The primary data set of this research contains case studies of two Chinese M&A deals and in-depth interviews with managers and advisories in the Netherlands. Findings This research finds that the divergences of decision-making structure, communication style and trust orientation generate barriers to the trust building in Chinese reverse M&As. The third-party advisory participation helps to build cognition-based trust of acquired company managers on Chinese acquiring company managers through providing information and explanation, fitting Chinese buyers in the Western M&A procedure and offering communication. It also helps to build affect-based trust through bridging the divergence of trust orientation and filling the cultural voids. Meanwhile, the invisible integration helps to build cognition-based trust through maintaining the core business, offering great help to acquired companies for their business expansion and selecting the business collaboration areas in the long term. It also helps to build affect-based trust through granting a high degree of governance independence and enabling a balanced status in acquired companies. Originality/value This research unveils the “black box” of Chinese reverse M&As from an inter-personal trust perspective and advances the nuanced understanding of trust and trust-building practices in Chinese reverse M&As. It also provides practical tools for both Chinese companies and acquired companies in developed countries.

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LO, VICTOR H. Y. "THE REVEALING OF AN INHERENT ORIENTAL PERCEPTION ON TQM IMPLEMENTATION IN HONG KONG." Journal of Enterprising Culture 07, no. 03 (September 1999): 299–308. http://dx.doi.org/10.1142/s0218495899000170.

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The rapid development of the Asian economies is one of the focal points of world economy. Owing to intensive influences of Chinese in Asia, studies related to Chinese culture have gained great interest to foreign investors worldwide. The building up of a good quality Chinese partnership with the rest of the world is found beneficial starting with understanding Chinese Confucianist thinking. A set of 19 Confucian Principles are extracted systematically in this study to reveal how Chinese managers implement Total Quality Management (TQM). The Fishbein behaviour model was used to measure the quality behaviour intentions of Chinese managers. An instrument was developed and tested on Chinese philosophies in TQM implementation. The findings of the study were reinforced by discussion sessions with Chinese managers in Hong Kong. The findings of the study are encouraging, and had provided a new window for further studies on oriental cultural based management.

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Zhao, Qing, Langang Feng, Hai Liu, Mei Yu, Shu Shang, Yuqi Zhu, YanPing Xie, Jing Li, and Yuzhu Meng. "Impact of agile intuition on innovation behavior: Chinese evidence and a new proposal." PLOS ONE 17, no. 4 (April 28, 2022): e0262426. http://dx.doi.org/10.1371/journal.pone.0262426.

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With the tendency toward economic and strategy decoupling between China and the United States and amidst the anti-globalization trend, enterprises are facing unprecedented challenges and opportunities. In this study, we reveal how the agile intuition (AI) of top managers with respect to the external environment affects enterprise innovation behavior (IB) based on the cognition–behavior framework. Strategic learning (SL) is considered a moderator, and knowledge sharing (KS) is considered a mediator. The survey sample consists of 305 managers from 47 enterprises in China during the COVID-19 period. The empirical results show that top management agile intuition significantly promotes enterprise IB; knowledge sharing (KS) partially mediates the relationship between top manager AI and enterprise IB; and SL suppresses the promotion effect of top manager AI on enterprise IB to a certain extent, hindering blind innovation. In a surprising result, we find that strategic guidance by an external consultant does not significantly affect the enterprise IB in China.

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Ali, Hazem, Min Li, Xunmin Qiu, and Qamar Farooq. "Global Mindset and Adaptive Marketing Capabilities in the Internationalization of Mature Chinese SMEs: International Opportunity Perspective." Sustainability 15, no. 3 (January 20, 2023): 2044. http://dx.doi.org/10.3390/su15032044.

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Despite the centrality of international opportunity concept in international entrepreneurship field, SMEs’ internationalization literature has focused mainly on SMEs’ international performance with limited attention paid by researchers to understanding the factors influencing the identification of international opportunities especially among mature internationalized SMEs. To this end, the current study examined the impact of SMEs managers’ global mindset (GM) and adaptive marketing capabilities (AMCs) on international opportunity identification (IOI) among mature Chinese SMEs with emphasis on the moderating impact of export market dynamism (EMD). Initial exploratory study using interviews with five managers of exporting SMEs was conducted to figure the relevance of GM and AMC in explaining IOI; and the presence of EMD. Later, self-administered questionnaires were used to collect data from founders/managers of 217 exporting SMEs. Findings showed that IOI is positively influenced by SME manager’s GM and AMCs. Despite the presence of EMD, it had no significant moderating impact on the relationship between GM and AMCs; and IOI. In the respondents’ characteristics analysis, it was revealed that no significant statistical impact of SME’s size, SME’s age, and SME manager’s international experience on IOI. This paper ends with drawing a set of implications and future research avenues.

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Selmer, Jan. "The Chinese connection? Adjustment of Western vs. overseas Chinese expatriate managers in China." Journal of Business Research 55, no. 1 (January 2002): 41–50. http://dx.doi.org/10.1016/s0148-2963(00)00132-6.

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Wang, Lake, Kim Turnbull James, David Denyer, and Catherine Bailey. "Western views and Chinese whispers: Re-thinking global leadership competency in multi-national corporations." Leadership 10, no. 4 (November 20, 2013): 471–95. http://dx.doi.org/10.1177/1742715013510340.

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Multi-national corporations (MNCs) appoint Chinese managers at middle management level locally and make extensive efforts to develop their leadership capabilities, yet the number of Chinese managers progressing to senior global level leadership positions lags behind the expectations of both MNCs and local managers. MNC leadership models, often represented in leadership competency frameworks (LCFs), reflect implicit ideas of leadership largely common to executives who share similar (western) cultural backgrounds. This is reinforced by leadership literature that is also strongly influenced by a western perspective. Local managers from non-western cultural backgrounds may hold different conceptions of leadership and struggle to understand MNC leadership requirements. This study explores the leadership constructs of 31 senior global executives and those of 59 local Chinese managers in MNCs operating in China by means of repertory grid methodology. The differences between the two groups and between each group and the LCFs used in their organizations revealed important differences: half the key constructs of leadership used by the senior global leaders were not identified as important or commonly used by the Chinese managers. Most of the ‘missing’ constructs reflect charismatic and transformational leadership characteristics. When compared with the MNCs’ leadership frameworks, differences between the senior global leaders constructs and their company LCFs were found. The gaps between the Chinese managers’ constructs and the same frameworks were even greater. These findings have implications for global leadership theory and practice.

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Han, Zhengrui. "mediatisation of Chinese corporate communication." East Asian Pragmatics 1, no. 1 (April 13, 2016): 127–47. http://dx.doi.org/10.1558/eap.v1i1.26969.

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The mediatisation of corporate communication transforms corporate negotiations of public companies from representative democracy to deliberative democracy, whereas the public seems to own individual access to a bountiful supply of information regarding corporate changes. However, it is unavoidable that managers become the privileged gatekeepers of media re-articulations; they orchestrate the deliberative process by selecting and construing information for public reception. Such situational complexity creates a tension in managers’ engagement with the public between the need of communicative interaction informing the public and the pursuit of strategic interaction mobilising public opinion for self-interests. Drawing on previous discursive studies of the mediatisation of corporate communication (Vaara & Tienari, 2002) and the theoretical underpinnings of critical discourse analysis (Fairclough, 1992; Wodak & Meyer, 2001), this article examines how the mixing of the two types of interactions are linguistically realised in media texts produced by Chinese managers. Particular attention is paid to the strategic use of narrative structures (Labov & Waletzky, 1997), textual simplification (Bhatia, 1983, 2008), and cultural keywords (Williams, 1976/1983).

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Chen, Hanwen, Song Tang, Donghui Wu, and Daoguang Yang. "The Political Dynamics of Corporate Tax Avoidance: The Chinese Experience." Accounting Review 96, no. 5 (February 18, 2021): 157–80. http://dx.doi.org/10.2308/tar-2017-0601.

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ABSTRACT In China's political selection system, officials capable of growing local economies are rewarded with promotions. Eager to demonstrate economic achievements, newly appointed local leaders may raise tax revenues to expand fiscal expenditures on infrastructure projects. Against this backdrop, we study how political appointments influence local firms' tax planning. Based on a sample of locally administered state-owned enterprises (SOEs), we find that firms decrease their tax avoidance after new leaders take office. The political-turnover effect on these firms' tax positions is more evident when the incoming leaders have more political clout over SOE managers, the incentives to divert resources are stronger, or politician-manager networks are present, and subsides following the launch of the anticorruption campaign. Furthermore, firms with higher post-turnover tax payments subsequently receive more government contracts or subsidies. Overall, our findings suggest political incentives shape the tax-planning activities of SOE managers in a “two-way favor exchange” manner. JEL Classifications: H26; E32; P26; G30.

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