Relevant bibliographies by topics / Corporate culture – China

Academic literature on the topic 'Corporate culture – China'

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Published: 4 June 2021
Last updated: 7 February 2022

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Journal articles on the topic "Corporate culture – China"

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Hawes, Colin. "Representing Corporate Culture in China: Official, Academic and Corporate Perspectives." China Journal 59 (January 2008): 33–61. http://dx.doi.org/10.1086/tcj.59.20066379.

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Wang, Jinghua, and Ning Mao. "Mercantile culture and corporate innovation: evidence from China." Applied Economics Letters 26, no. 17 (January 3, 2019): 1393–401. http://dx.doi.org/10.1080/13504851.2018.1564012.

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Wan, Peng, Xiangyu Chen, and Yun Ke. "Does corporate integrity culture matter to corporate social responsibility? Evidence from China." Journal of Cleaner Production 259 (June 2020): 120877. http://dx.doi.org/10.1016/j.jclepro.2020.120877.

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Lin, Jing. "Corporate crime control in China: an observation from culture perspective." Journal of Money Laundering Control 22, no. 3 (July 2, 2019): 472–79. http://dx.doi.org/10.1108/jmlc-09-2018-0058.

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Purpose The purpose of this paper is to critically evaluate role of penal approach in corporate crime control and to assess if compliance program can be accepted in China, the largest developing country with relatively little regulatory capacity and an immature financial market when compared to developed economies. Design/methodology/approach Based on the general corporate crime control theory, a perspective from legal culture will be specially followed in studying control instruments. Findings This paper found that the criminal control approach has its limitations in corporate crime control in China and, therefore, argued that compliance programs are highly consistent with Asian legal cultures. However, unlike many developed economies, compliance programs have not been included in sentencing guidelines yet, which has been left to judges’ discretion. Originality/value The concept of compliance as a control instrument has been widely discussed in developed economies. Limited research observes areas such as China, which faces a notable dilemma, i.e. economics has been speedily booming, whereas regulation rules are relatively left behind.
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bo Li, Tian, and Gillian Moreira. "Learning English in corporate China." English Today 25, no. 3 (July 30, 2009): 41–48. http://dx.doi.org/10.1017/s0266078409990265.

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ABSTRACTA study of English in China's business context.China's rise and its potential markets are attractive enough for companies worldwide to want to do business in and with this country. Recognizing the important role played by language and culture in international business, this paper will explore the functions of English as a language of international communication in the business context in China. In particular it examines the rise in English learning fever and how English is perceived, mainly in companies. Our analysis will be based on a survey of 59 foreign and Chinese companies in mainland China in 2007. The results show that in these companies English is perceived as a tool for international communication, better pay, better jobs and a window to the world.
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Xue, Yinfei. "The Influence of Organisational Culture on Leadership: A Case Study of Baidu Corporation, China." Asian Journal of Social Science Studies 4, no. 4 (November 6, 2019): 86. http://dx.doi.org/10.20849/ajsss.v4i4.676.

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Corporate culture and leadership are central to the performance of the firm in many ways. Culture outlines essential practices and patterns that guide the leaders' control. The connection between cultural influences on corporate leadership has been examined from various perspectives. A productive culture can determine the success of a company, and its interaction with leadership is an exciting area of examination in research.Objectives of the Study: This study’s primary aim was to establish how the corporate culture influences leadership in various ways in the corporate environment using the case study of Baidu Corporation in China. Also, the study intended to examine different leadership styles and influence on organisational performance.Methods: The study was carried out in Baidu, Inc., China, a target of 100 participants using mixed-structured email questionnaire. The study also utilised various research techniques, including the mixed-method method in the study process.Results and Findings: The study found that there is a secure link between corporate culture and the kind of leadership adopted in an organisation. Also, the study established various aspects of employee opinion, with evidence that employees favour certain leadership styles such as transformational leadership style over others.
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Cheng, Wei-Qi. "Protection of minority shareholders in Hong Kong and China: do culture and institutional design make any difference?" Northern Ireland Legal Quarterly 61, no. 1 (March 11, 2020): 53–78. http://dx.doi.org/10.53386/nilq.v61i1.441.

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The corporate governance system in Hong Kong and mainland China was transplanted from Western countries. However, the latest ranking in corporate governance in Asia shows that Hong Kong moved to the top of the 2007 ranking above 11 other Asian countries while China was not even included.2 How can such a huge difference be explained? This article compares and discusses the reasons for the difference in corporate governance in Hong Kong and China. In particular, it focuses on discussing local cultural influences and institutional design on the implementation of the system of protection of minority shareholders in Hong Kong and China.
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Chong, Kimberly. "Producing “global” corporate subjects in post-Mao China: Management consultancy, culture and corporate social responsibility." Journal of Business Anthropology 4, no. 2 (November 13, 2015): 320. http://dx.doi.org/10.22439/jba.v4i2.4895.

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China’s rampant economic modernization―much discussed, vaunted, and criticised―has led to an influx of foreign corporations. Along with substantial investment they usher in new problems of modernity. Most pressing, at least from the perspective of Western managers, is how to “reengineer” the Chinese knowledge worker to think and behave in accordance with global business norms. Drawing on 16 months fieldwork inside the China arm of global management consultancy, this article examines the ways in which the internal practice of corporate social responsibility (CSR) is used to ”civilize” Chinese employees in a global ethics. Through ethnographic analysis of various ”corporate citizenship” initiatives, I track the ways in which these performances of morality feed into an ”imaginary of a moral self.” I also point out the discursive limits to these processes and argue that CSR, which has been criticized as a modern re-incarnation of Western paternalism and corporate imperialism, is a discursive formation which is incompatible with the post-Mao context where economic development and morality is mainly controlled by the state. Furthermore, I show that corporate ethicizing, although often characterised as an extra-financial disposition, is subsumed into the work of making “engaged employees”―defined as those who are productive of shareholder return.
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Chen, Shihua, Yan Ye, Khalil Jebran, and Muhammad Ansar Majeed. "Confucianism culture and corporate cash holdings." International Journal of Emerging Markets 15, no. 6 (March 17, 2020): 1127–59. http://dx.doi.org/10.1108/ijoem-08-2019-0590.

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PurposeThis study examines how Confucianism, as an informal system, alleviates manager–shareholder conflicts and thus decreases managerial behavior of keeping higher levels of cash reserves. This study also investigates whether formal governance mechanisms (state ownership and institutional investors) moderate the relationship between Confucianism and cash holdings.Design/methodology/approachThis study opts a sample of Chinese listed firms over the period of 2004–2015. The geographical-proximity-based method was followed to measure Confucianism, which is the distance between a firm's registered address and the national Confucianism centers.FindingsThe results indicate that Confucianism adversely influences cash holdings. The authors’ findings illustrate that Confucian culture promotes ethical behavior, and therefore, firms in a strong Confucianism environment keep a lower level of cash reserves. The authors further document that the effect of Confucianism on cash holding is weaker for state-owned firms but stronger for firms with low institutional ownership.Practical implicationsThe findings provide implications for policymakers, academicians, and corporations. The results suggest that culture can reduce cash holdings. Especially, in emerging markets, such as China, where formal mechanisms are relatively less effective, informal institutions can serve an alternative system for alleviating adverse effects of agency conflicts.Originality/valueThis study contributes to the literature in two ways. First, this study contributes to cash holdings literature by showing that culture (Confucianism) is negatively associated with cash holdings. Second, this study extends the incumbent literature that seeks to explore how Confucian culture influences corporate behavior. To the best of the authors knowledge, this is the first study that identifies that Confucianism is associated with cash holdings.
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Zhao, Hailin, Haimeng Teng, and Qiang Wu. "The effect of corporate culture on firm performance: Evidence from China." China Journal of Accounting Research 11, no. 1 (March 2018): 1–19. http://dx.doi.org/10.1016/j.cjar.2018.01.003.

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Dissertations / Theses on the topic "Corporate culture – China"

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Neuber, Andreas. "Corporate governance & culture." HKBU Institutional Repository, 2019. https://repository.hkbu.edu.hk/etd_oa/627.

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Based on the institutional logic that enterprises will conform with the immediate cultural values and settings in a nation, the important influence of culture on corporate governance has been acknowledged in recent research. It has been shown that the quality of corporate governance varies strongly within regions and globally. Therefore, tests of cultural influences on single components of corporate governance or surrogates thereof have been conducted and their outcomes discussed. This research investigates the influence of culture on corporate governance using all 6 Hofstede cultural dimensions and a uniquely broad set of corporate governance factors that are present in reality. Using 565,787 year observations relating to 18,344 companies in 41 countries for the years 2010-2015, the results of cross-sectional regression analysis with appropriate control variables is presented. The ensuing results further enhance our understanding of culture's influence on the composition of the board of directors and will help regulators and lawmakers in their endeavors to improve relevant legislation as well as allow multinational companies to design effective and reliable corporate governance structures in their enterprises. In my analysis, I find a substantial influence of cultural dimensions on the structural elements of the composition of the board of directors around the globe. In particular board independence, time on the board, gender diversity, and absolute size of the board are impacted by the surrounding cultural environment of the enterprise. These results also hold true in a robustness test with alternative cultural dimensions. A final moderating test gives some evidence of the moderating influence the cultural environment has on the relationship between board structural elements and the quality of corporate governance.
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Sze, Yee-tak Maranda, and 施以德. "The corporate culture of the multi-level marketing companies in Hong Kong, and the feasibility of cultural transfer to the PRC." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1994. http://hub.hku.hk/bib/B31266204.

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Wang, Gang. "The relative importance of Glaser, Zamanou and Hacker's six cultural dimensions in engendering employee identification: a survey of Chinese employees." Thesis, Peninsula Technikon, 2004. http://hdl.handle.net/20.500.11838/951.

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Thesis (MTech (Business Administration))--Peninsula Technikon, Cape Town, 2004
Organizational identification has been regarded as a new control strategy for modem organizations. High levels of organizational members' identification result in various benefits to organizational performance. Among organizational theorists there exists a strong school of thought, which sees organizational culture as the antecedent to organizational identification. Culture, and therefore also organizational culture, is a complex and integrative phenomenon which encompasses the values, assumptions, interactions and behaviours within a particular group. As point of departure, this research adopted Martin's (2000:26) argument that culture is best studied through the cultural artefacts, being the most visible manifestations also of deep-seated values and assumptions. Previous studies on organizational culture-related organizational behaviours have been conducted mostly in a Western-cultural context. It was hoped, by this research, to fill the theoretical gap by establishing a link between organizational culture and organizational identification in Chinese organizations. The relationship between organizational culture and organizational identification was investigated through a survey conducted in three Chinese organizations representing a cross section of industry. The six organizational cultural dimensions, as identified by Glaser, Zamanou, and Hacker (1987: 192-193), formed the basis for the survey instrument, the purpose of which was to establish if, and to what extent, organizational culture, IV as reflected in these dimensions in their positive manifestation, were seen as contributors to organizational identification on the part of employees. The data analysis and interpretation showed that Chinese employees viewed all six cultural dimensions as having a positive influential power on organizational identification. This could be accepted as proof that the theories that organizational culture enhances organizational identification (Kunda, 1992; Ray, 1994; Tompkins and Cheney, 1985; Trice and Beryer, 1993) can be applied both in the Westem-cultural context and Chinese-cultural context. By applying the Friedman and Wilcoxon signed-ranks tests it was established that, among the six cultural dimensions, 'Morale' and 'Supervision' were the most influential dimensions of culture according to the responses of Chinese employees; 'Information Flow', 'Teamwork' and 'Meetings' were the least influential dimensions. As indicated, the study was limited to a survey of employees as regards the six dimensions of organizational culture. Further research would be required in order to provide more concrete and extensive proof of the role played by organizational culture in nurturing employee identification and concomitant commitment.
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林慧瑜 and Lim Fee-yee Chew. "Evolution of organisational culture: a Singapore experience." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31236716.

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Lui, Wai-shan, and 呂慧珊. "Transforming a corporate culture in the service industry case study ofa hotel company." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31268183.

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Wang, Gongping. "Organisational and cross-cultural challenges facing expatriate hotel managers in China." Thesis, Cape Peninsula University of Technology, 2009. http://hdl.handle.net/20.500.11838/981.

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Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2009
Within China's the hotel industry, they are known as expatriate managers and. on behalf of parent multinational hotel corporations, provide an element of control and co-ordination within local operating units. On average, organisations spend over two and a half times more money to send an employee on an expatriate assignment than they would if they hired employees locally. Expatriate managers have been faced with new and complex organisational cultures and work practices. In order to avoid expensive failure costs and to manage suci:essfuJly, an exploration of the issues that face international hotel managers in China. is both timely and relevant A qualitative case study approach was used for this thesis, while secondaIy dala was obtained from private, as well as public sources. Primary data was collected via questionnaires from hotel managers comprising both locals and expatriates. whilSt specific questions were exclusively posed to expatriate managers. Through collection and analysis of infonnation and data, and a thorough understanding of the research problem, this study provides a useful reference for expatriate hotel managers who are confronled with the issues of managing Chinese employees, as well as basic Chinese cultural, ethical and business valUes. Primarily this research examines challenges, which mostly arise from cross-cuIturaI differences between Westem and Chinese values, as well as a range of diverse organisational cultures and management styles within China's hotel industry. South Africa has become China's the biggest trading partner within Africa, while an increasing number of South African companies invest in China. The research is paramount to any foreign organisation that wants to conduct business in China.
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Pang, Ka-fai, and 彭嘉輝. "Building an organizational culture under a trading fund operation: a case study of the land registry." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31965416.

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Zhang, Shuibo, and 張水波. "An organizational cultural analysis of the effectiveness of Chinese construction enterprises." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2004. http://hub.hku.hk/bib/B3022357X.

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Yu, Wang. "Analysis of cultural differences and management : a case study of a chinese company in Portugal." Master's thesis, Instituto Superior de Economia e Gestão, 2020. http://hdl.handle.net/10400.5/20936.

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Mestrado em Ciências Empresariais
À medida que a escala e o âmbito das empresas multinacionais continuam a expandir-se, cada vez mais empresas chinesas entram no mercado português. Mas, ao mesmo tempo, as diferenças culturais entre países, regiões e nacionalidades criaram conflitos culturais, o que significa que um desafio central para as empresas e gestores empresariais. Uma vez que cultura e economia são interdependentes e inseparáveis, é necessário prestar mais atenção às diferenças culturais, e estratégias adequadas de gestão de conflitos culturais poderiam resolver as possíveis perdas causadas pelas diferenças culturais. Portanto, esta dissertação utiliza o caso de uma empresa chinesa de aquisição - Bison Bank em Portugal, utiliza a metodologia de investigação qualitativa para analisar o impacto da cultura nacional do país anfitrião na sua cultura organizacional e as implicações desta influência na gestão transcultural.
As the scale and scope of multinational corporations continue to expand, more and more Chinese companies enter the Portuguese market. But at the same time, cultural differences between countries, regions and nationalities have created cultural conflicts, which means that a central challenge for companies and business managers. Since culture and economy are interdependent and inseparable, it is necessary to pay more attention to cultural differences, and proper management strategies of cultural conflicts could solve the possible losses caused by cultural differences. Therefore, this dissertation uses the case of a Chinese acquisition company - Bison Bank in Portugal, uses the qualitative research methodology to analyze the impact of the host country's national culture on its organizational culture and the implications of this influence on cross-cultural management.
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Liu, Shuang. "Communication and organizational culture : a case study of two state-owned enterprises in China." HKBU Institutional Repository, 1999. http://repository.hkbu.edu.hk/etd_ra/132.

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Books on the topic "Corporate culture – China"

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Zhang, Xin Sheng, and Goodfellow Rob 1960-, eds. Business culture in China. Singapore: Butterworth-Heinemann Asia, 1998.

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The Chinese transformation of corporate culture. New York: Routledge, 2012.

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Kenna, Peggy. Business China: A practical guide to understanding Chinese business culture. Lincolnwood, Ill., USA: Passport Books, 1994.

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Kenna, Peggy. Business China: A practical guide to understanding Chinese business culture. Lincolnwood, Ill., USA: Passport Books, 1994.

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Kenna, Peggy. Business China: A practical guide to understanding Chinese business culture. Lincolnwood, Ill., USA: Passport Books, 1994.

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Karen, Wang. China business culture: Strategies for success. Singapore: Thorogood, 2008.

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Guide pour réussir en Chine: Guidelines to succeed in China. Paris: Harmattan, 2005.

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Dr. China speaks: Being successful in China. Denver, Colo: Outskirts Press, 2009.

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Business China: A practical insight into doing business in China. Chatswood, Sydney, N.S.W: Business & Professional Pub., 1996.

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Negotiating China: Case studies and strategies. St. Leonards, NSW, Australia: Allen & Unwin, 1997.

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Book chapters on the topic "Corporate culture – China"

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Su, Yong, and Lanjian Chen. "Running a City in West China." In Modern Oriental Corporate Culture, 45–56. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35214-0_4.

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Yan, Yanni. "Corporate Culture and an International Strategic Alliance in Transition." In Foreign Investment and Corporate Governance in China, 185–208. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230514850_9.

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Xin, Katherine R., Anne S. Tsui, Hui Wang, Zhi-Xue Zhang, and Wei-Zheng Chen. "Corporate Culture in State-Owned Enterprises: An Inductive Analysis of Dimensions and Influences." In The Management of Enterprises in the People’s Republic of China, 415–43. Boston, MA: Springer US, 2002. http://dx.doi.org/10.1007/978-1-4615-1095-6_17.

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Schilcher, Stefan, and Helmut Kasper. "The Long March to an Innovative Culture: Development of Corporate Cultures in China from the 1990s Until Today." In Handbook of Chinese Management, 1–13. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-2442-9_47-1.

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Tang, Yijie. "Chinese Traditional Cultures and Corporate Management." In China Academic Library, 261–64. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-662-45533-3_20.

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Yijun, Liu, Jin Xuetao, and Zhang Tianchang. "Did Cultural Finance Policies Improve Financing Efficiency of Cultural Corporates in China? Based on the Empirical Analysis of Listed Companies in 2006–2018." In Applied Economics and Policy Studies, 439–46. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-5359-9_51.

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"5. Corporate Cadres: Management and Corporate Culture at Walmart China." In Walmart in China, 97–129. Cornell University Press, 2019. http://dx.doi.org/10.7591/9780801462672-007.

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"The Right Corporate Culture." In How to Manage a Successful Business in China, 135–61. WORLD SCIENTIFIC, 2010. http://dx.doi.org/10.1142/9789814287838_0009.

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"Introduction: the corporate culture phenomenon in China." In The Chinese Transformation of Corporate Culture, 13–28. Routledge, 2012. http://dx.doi.org/10.4324/9780203118702-5.

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"Corporate culture in China: official and academic interpretations." In The Chinese Transformation of Corporate Culture, 31–41. Routledge, 2012. http://dx.doi.org/10.4324/9780203118702-7.

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Conference papers on the topic "Corporate culture – China"

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Xin, Feng. "An analysis of the differences in corporate culture between China and Japan." In Proceedings of the International Conference on Economic Management and Green Development (ICEMGD 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icemgd-18.2018.11.

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Luo, Qiuxue. "Research on the Corporate Cultural Strength, Employee Behavior and Organizational Performance --An Empirical Study on the Culture of SMEs in Guangxi Province,China." In 2018 4th International Conference on Humanities and Social Science Research (ICHSSR 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/ichssr-18.2018.55.

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Akbulut, Deniz, and Birgül Üstünbaş. "The Effect of Covid-19 Pandemic Period on the Organizational Culture of Public Relations Agencies." In COMMUNICATION AND TECHNOLOGY CONGRESS. ISTANBUL AYDIN UNIVERSITY, 2021. http://dx.doi.org/10.17932/ctcspc.21/ctc21.021.

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Covid-19 pandemic has spread to the whole world from Wuhan, China in December, 2019 and seriously changed the daily life. While various measures have been taken to fight against the global pandemic in the whole world, transformations have occurred in business manners in many countries including Turkey. The public relations sector, which is an applied communication discipline managing the communication processes between the organization and target audience, has been affected by this process. Thus, how the pandemic period has affected the business manners of agencies and how the public relations profession has been actualized in agencies have been an object of interest. The main question of this study is how the pandemic period has affected the organizational culture in public relations agencies, and will these effects cause permanent changes in business manners in the agencies after the pandemic. The fact that most people have started making grocery shopping online due to Covid- 19 has increased the share of e-trade in the sector of Fast Moving Consumer Goods (FMCG), which are also known as packaged consumption products. Public relations agencies serving in this sector have accelerated their communication activities especially during the pandemic. A semi-structured interview technique was applied to the representatives of seven public relations agencies serving in the fast moving consumer goods sector within the framework of the questions formed in line with the factors affecting the corporate culture according to Mondy (communication, motivation, leadership, management process, organizational structure and management style) in this study. The study found that hybrid working order (telecommuting/office working) was adopted by agency employees, the concept of office hours disappeared in agencies, the service process became 24/7 by the agency, digital communication tools accelerated the communication processes, and the business capacity of agencies increased. It is observed in line with these factors that pandemic period has caused both positive and negative permanent behavioral changes in the organizational culture of agencies.
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Önder, Begüm Aylin. "Using the Concept of “Social Distancing” in Advertising Designs: A Comparative Analysis." In COMMUNICATION AND TECHNOLOGY CONGRESS. ISTANBUL AYDIN UNIVERSITY, 2021. http://dx.doi.org/10.17932/ctcspc.21/ctc21.009.

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Corporate social responsibility is one of the activities that goes beyond philanthropy, based on volunteerism in line with the responsibilities of enterprises towards society. This concept, which offers businesses the opportunity to look after and develop their brand image in the eyes of society, has become a necessity, not a choice, especially in today's world. In order to meet social expectations, the effectiveness of static and dynamic advertising messages implemented in all social benefit-based studies for human development such as environment, health and education is very important in terms of ensuring audience communication. In the second half of 2019, people were confined to homes and life came to a standstill all over the world in order to reduce and prevent the impact of the pandemic within the scope of the “New Type Corona Virus” (COVID-19) measures, which are from the sars-cov-2 coronavirus family, which is spreading rapidly globally starting from Wohan, Hubei Province, China. As a basic protection module for humanity against corona virus, it has incorporated the concept of social distancing into their lives in order to reduce the contact of staying at home and increasing hygiene, except in mandatory situations. During this extraordinary period, many brands on a global scale have included the concept of “social distance” in their advertising messages with the awareness of corporate social responsibility and have started to inform and educate the community about this issue by emphasizing the importance of the process. Within the scope of this research, advertising designs prepared by brands acting with corporate social responsibility awareness through the concept of social distancing during the Pandemic period were discussed and how the meaning structures behind the messages were created and transmitted. The research is limited to 3 (three) advertising designs determined by the 'judicial sampling' method (selective method). In the sample of the study, advertising narratives of brands in different sectors were explained in general framework and similar and different aspects of messages were uncovered by performing comparative analysis between messages in line with the findings obtained from the narratives. In this context, it was determined that the contrasts of “pessimism and optimism, hope and despair, happiness and unhappiness, death and life, strong and powerless, youth and old age, unity/togetherness and separation, struggle and defeat, nature and culture” were constructed as the main discourse.
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