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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.
Pełny tekst źródłaYeung, Wing-shun Vincent, i 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.
Pełny tekst źródłaFei, Yue. "Women managers' careers in a Chinese commercial bank". Thesis, University of Leicester, 2017. http://hdl.handle.net/2381/39667.
Pełny tekst źródłaYeung, 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.
Pełny tekst źródłaOu, 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.
Pełny tekst źródłaQuan, Rose. "Strategic market entry choices : experience of Chinese SME managers". Thesis, Northumbria University, 2007. http://nrl.northumbria.ac.uk/2704/.
Pełny tekst źródłaCui, 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.
Pełny tekst źródłaMa, Shan, i 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.
Pełny tekst źródłaMa, 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.
Pełny tekst źródłaThesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Asian and International Studies
Full Text
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.
Pełny tekst źródłaTan, 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.
Pełny tekst źródłaWilliamson, Dermot. "Perceptions of management control by mainland Chinese, Czech and British managers". Thesis, University of Glasgow, 2001. http://theses.gla.ac.uk/5581/.
Pełny tekst źródłaKwong, Sing-szee, i 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.
Pełny tekst źródłaYin, 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.
Pełny tekst źródłaThousands 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
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.
Pełny tekst źródłaWang, 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.
Pełny tekst źródłaENGLISH 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.
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.
Pełny tekst źródłaBent, 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.
Pełny tekst źródłaYu, Hyungmin, i 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.
Pełny tekst źródłaLöbler, Helge, i 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.
Pełny tekst źródłaLin, 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.
Pełny tekst źródłaEn 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.
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.
Pełny tekst źródłaWilkes, 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.
Pełny tekst źródłaYang, 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/.
Pełny tekst źródłaXing, Lu. "Corporate governance in Chinese listed companies : how managerial characteristics matter". Thesis, University of Edinburgh, 2016. http://hdl.handle.net/1842/33095.
Pełny tekst źródłaWang-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.
Pełny tekst źródłaGao, 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.
Pełny tekst źródłaChung, 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/.
Pełny tekst źródłaWembe, 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.
Pełny tekst źródłaYang, 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.
Pełny tekst źródłaVick, 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.
Pełny tekst źródłaZhu, Dan. "Managerial sex role stereotyping among Chinese students in New Zealand". Diss., Lincoln University, 2008. http://hdl.handle.net/10182/822.
Pełny tekst źródłaWong, 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/.
Pełny tekst źródłaZhang, 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.
Pełny tekst źródłaLarsson, Mikael, Maria Olofsson i 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.
Pełny tekst źródłaToday, 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.
Axfjord, Jonatan, Jonas Johnsson i 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.
Pełny tekst źródłaMa, Zaixin. "How do the Chinese and Japanese manage their joint ventures? : a comparative perspective". Thesis, Durham University, 2001. http://etheses.dur.ac.uk/3805/.
Pełny tekst źródłaEng, 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/.
Pełny tekst źródłaPeng, Ronghe, i 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.
Pełny tekst źródłaShao, 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.
Pełny tekst źródłaCook, 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.
Pełny tekst źródłaYao, 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.
Pełny tekst źródłaThe 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
Putri, Juli Iwan, i 馮麗娟. "Chinese Managers’ Construction of Meanings Towards ERP". Thesis, 2018. http://ndltd.ncl.edu.tw/handle/7aa88z.
Pełny tekst źródła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.
Wang, Jia. "The practices of managers in a Chinese shareholding enterprise". 2004. http://purl.galileo.usg.edu/uga%5Fetd/wang%5Fjia%5F200408%5Fphd.
Pełny tekst źródłaChia, Anthony Chin Pang. "Cross cultural implications of Singaporean Chinese managers in Western multinationals". 2006. http://arrow.unisa.edu.au:8081/1959.8/28378.
Pełny tekst źródła"Hong Kong as a management training ground for Chinese managers". Chinese University of Hong Kong, 1989. http://library.cuhk.edu.hk/record=b5886031.
Pełny tekst źródłaHsieh, Yi-Hsuan, i 謝逸璇. "The Impact of Chinese Cultural Characteristics on Managers' Unethical Behaviors". Thesis, 2009. http://ndltd.ncl.edu.tw/handle/46876420197121023685.
Pełny tekst źródła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.
long, Kao Chia, i 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.
Pełny tekst źródłaHung, Fang Jen, i 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.
Pełny tekst źródłaPackard, 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.
Pełny tekst źródłaSource: 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.