Pub Date : 2016-12-08DOI: 10.1108/JCHRM-07-2016-0012
Yu-jie Hao, J. Hao, Xiaochen Wang
Purpose Focusing on the corporations in China and aiming to figure out the significant connection between organizational justice perception and job satisfaction from Chinese setting, this study aimed to examine the effects of organizational justice upon job satisfaction of the full-time and part-time employees in the state owned enterprise (SOEs) and primate Chinese companies. Design/methodology/approach The study adopted the questionnaire to investigate more than 300 employees, and the empirical data of this paper is based on statistical analysis, such as confirmatory factor analysis, correlational and regression analysis. Findings The paper arrives at the conclusion that in SOEs, the employees’ perception about procedural justice was higher than distributive justice. While in private enterprises, the procedural justice and interactive justice were tested to have similar coefficients. The relationship between organizational justice and job satisfaction differed between full-time employees and part-time employees. Practical implications This study opens a new window for understanding how organizational justice influences employees’ job satisfaction in Chinese context, taking a further step to explore the different impacts of organizational justice on job satisfaction among different types of employees. Originality/value This paper collected data from both SOE and private companies in China, increasing the external validity of the findings. Meanwhile, the authors observed consistent findings with the studies in Western Society, which increase the generalization of our findings as well. The findings highlight the value of integrating literatures on organizational justice and job satisfaction.
{"title":"The relationship between organizational justice and job satisfaction","authors":"Yu-jie Hao, J. Hao, Xiaochen Wang","doi":"10.1108/JCHRM-07-2016-0012","DOIUrl":"https://doi.org/10.1108/JCHRM-07-2016-0012","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000Focusing on the corporations in China and aiming to figure out the significant connection between organizational justice perception and job satisfaction from Chinese setting, this study aimed to examine the effects of organizational justice upon job satisfaction of the full-time and part-time employees in the state owned enterprise (SOEs) and primate Chinese companies. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000The study adopted the questionnaire to investigate more than 300 employees, and the empirical data of this paper is based on statistical analysis, such as confirmatory factor analysis, correlational and regression analysis. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The paper arrives at the conclusion that in SOEs, the employees’ perception about procedural justice was higher than distributive justice. While in private enterprises, the procedural justice and interactive justice were tested to have similar coefficients. The relationship between organizational justice and job satisfaction differed between full-time employees and part-time employees. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000This study opens a new window for understanding how organizational justice influences employees’ job satisfaction in Chinese context, taking a further step to explore the different impacts of organizational justice on job satisfaction among different types of employees. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000This paper collected data from both SOE and private companies in China, increasing the external validity of the findings. Meanwhile, the authors observed consistent findings with the studies in Western Society, which increase the generalization of our findings as well. The findings highlight the value of integrating literatures on organizational justice and job satisfaction.","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":"7 1","pages":"115-128"},"PeriodicalIF":1.0,"publicationDate":"2016-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/JCHRM-07-2016-0012","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62063411","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-12-06DOI: 10.1108/JCHRM-10-2016-0021
C. Rowley
{"title":"The past, the future and rankings","authors":"C. Rowley","doi":"10.1108/JCHRM-10-2016-0021","DOIUrl":"https://doi.org/10.1108/JCHRM-10-2016-0021","url":null,"abstract":"","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":"7 1","pages":"2-4"},"PeriodicalIF":1.0,"publicationDate":"2016-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/JCHRM-10-2016-0021","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62063729","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-12-06DOI: 10.1108/JCHRM-06-2016-0008
Steven Tam
Purpose This article reveals a managerial issue that multinational corporations (MNCs) in China are at a strategic crossroad where their employees are competing with the same sources of guanxi networks for different business deals simultaneously. Design/methodology/approach Triggered by a real company case in China and guided by a literature review on business guanxi, the author bridged them into a specific inquiry, as little was known and should be further examined. Findings The author identified a paradoxical/applied scenario in MNCs between the use of guanxi and overall firm performance damaged by overusing it. Research limitations/implications Empirical studies are deemed necessary to seek more understanding between the role of guanxi and MNCs in China. Practical implications Guanxi is not a straightforward guarantee of business achievements in China. Management should note the influence of its actors – own employees – who can potentially diminish the positive returns of guanxi on overall firm’s achievements because of non-obvious interplays among employees and “contacts” on the overlapping guanxi networks. The larger the organisation, the higher the risk is. Originality/value This article proposes a new line of thoughts for practitioners about the effect of business guanxi on overall firm performance and serves as a starting point for academics to explore empirical research. The concept of overlapping guanxi networks is institutionalised and discussed. A three-step rule is also suggested for MNCs as a basic solution.
{"title":"From understanding business guanxi to practising it: a golden rule for MNCs in China","authors":"Steven Tam","doi":"10.1108/JCHRM-06-2016-0008","DOIUrl":"https://doi.org/10.1108/JCHRM-06-2016-0008","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This article reveals a managerial issue that multinational corporations (MNCs) in China are at a strategic crossroad where their employees are competing with the same sources of guanxi networks for different business deals simultaneously. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000Triggered by a real company case in China and guided by a literature review on business guanxi, the author bridged them into a specific inquiry, as little was known and should be further examined. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The author identified a paradoxical/applied scenario in MNCs between the use of guanxi and overall firm performance damaged by overusing it. \u0000 \u0000 \u0000 \u0000 \u0000Research limitations/implications \u0000 \u0000 \u0000 \u0000 \u0000Empirical studies are deemed necessary to seek more understanding between the role of guanxi and MNCs in China. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000Guanxi is not a straightforward guarantee of business achievements in China. Management should note the influence of its actors – own employees – who can potentially diminish the positive returns of guanxi on overall firm’s achievements because of non-obvious interplays among employees and “contacts” on the overlapping guanxi networks. The larger the organisation, the higher the risk is. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000This article proposes a new line of thoughts for practitioners about the effect of business guanxi on overall firm performance and serves as a starting point for academics to explore empirical research. The concept of overlapping guanxi networks is institutionalised and discussed. A three-step rule is also suggested for MNCs as a basic solution.","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":"7 1","pages":"39-44"},"PeriodicalIF":1.0,"publicationDate":"2016-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/JCHRM-06-2016-0008","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62063056","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-12-06DOI: 10.1108/JCHRM-11-2015-0015
Yuhua Xie, Ying Zhu
Purpose This paper aims to examine the issue of promoting women managers at an enterprise level in China by tackling key research questions related to the level of participation of women among total managerial positions and the opportunities of promoting women into managerial position. Design/methodology/approach By conducting a questionnaire survey and analysing the results from 296 women managers who were taking MBA and EMBA programmes in China, the authors were able to obtain the sufficient sample size, as well as sufficient responses, given that these people who were taking MBA and EMBA studies required three to eight years of managerial work experience. Key questions are related to the level of participation of women among total managerial positions, and the criteria for women to be promoted into managerial positions. In addition, other issues such as the satisfaction of women managers towards promotion opportunities and career development and enterprise policies on women leadership are also important and need to be explored in this article. It is also useful to ask their views on the difference between men and women regarding individual efforts leading to promotion opportunities, and to check for any influence of pregnancy and other factors on women managers’ leadership roles. Findings The overall results achieved by analysing the results from 296 women managers who were taking MBA and EMBA programmes in China indicate that there has been positive improvement, with the majority of women managers being satisfied with the proportion of women as managers, and with their own promotion situations, in their current organizations. Research limitations/implications The research project has some limitations. This paper focuses on key issues related to the promotion of women into management positions at an enterprise level through the interview and survey among those women managers who were taking MBA and EMBA programs. This research project did not include many issues that can be found among other women managers or issues at the society level, such as traditional culture and the influence of religion, or overall legislation regarding equal opportunity for women in the society, as the focus was on the experiences and expectations of individual women managers in the workplace. Practical implications Most people believed that social relationship, guanxi, is the most important factor in the promotion of women, but the findings in this paper show that the capabilities and achievements of women are more important than just having a good guanxi. This also inspires women to believe in themselves and believe that they can achieve their goals through their own effort. Other empirical implications, such as the negative influence of pregnancy on the current managerial positions and promotion opportunities for women, are evident, and the lack of policy initiative to address this iss
{"title":"Holding up half of the sky","authors":"Yuhua Xie, Ying Zhu","doi":"10.1108/JCHRM-11-2015-0015","DOIUrl":"https://doi.org/10.1108/JCHRM-11-2015-0015","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This paper aims to examine the issue of promoting women managers at an enterprise level in China by tackling key research questions related to the level of participation of women among total managerial positions and the opportunities of promoting women into managerial position. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000By conducting a questionnaire survey and analysing the results from 296 women managers who were taking MBA and EMBA programmes in China, the authors were able to obtain the sufficient sample size, as well as sufficient responses, given that these people who were taking MBA and EMBA studies required three to eight years of managerial work experience. Key questions are related to the level of participation of women among total managerial positions, and the criteria for women to be promoted into managerial positions. In addition, other issues such as the satisfaction of women managers towards promotion opportunities and career development and enterprise policies on women leadership are also important and need to be explored in this article. It is also useful to ask their views on the difference between men and women regarding individual efforts leading to promotion opportunities, and to check for any influence of pregnancy and other factors on women managers’ leadership roles. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The overall results achieved by analysing the results from 296 women managers who were taking MBA and EMBA programmes in China indicate that there has been positive improvement, with the majority of women managers being satisfied with the proportion of women as managers, and with their own promotion situations, in their current organizations. \u0000 \u0000 \u0000 \u0000 \u0000Research limitations/implications \u0000 \u0000 \u0000 \u0000 \u0000The research project has some limitations. This paper focuses on key issues related to the promotion of women into management positions at an enterprise level through the interview and survey among those women managers who were taking MBA and EMBA programs. This research project did not include many issues that can be found among other women managers or issues at the society level, such as traditional culture and the influence of religion, or overall legislation regarding equal opportunity for women in the society, as the focus was on the experiences and expectations of individual women managers in the workplace. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000Most people believed that social relationship, guanxi, is the most important factor in the promotion of women, but the findings in this paper show that the capabilities and achievements of women are more important than just having a good guanxi. This also inspires women to believe in themselves and believe that they can achieve their goals through their own effort. Other empirical implications, such as the negative influence of pregnancy on the current managerial positions and promotion opportunities for women, are evident, and the lack of policy initiative to address this iss","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":"7 1","pages":"45-60"},"PeriodicalIF":1.0,"publicationDate":"2016-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/JCHRM-11-2015-0015","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62063735","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-12-06DOI: 10.1108/JCHRM-11-2015-0016
Bilal Afsar, Y. Badir
Purpose There has been minimal research on the impact of an employee’s person-organization (P-O) fit on his/her innovative work behaviour (IWB). A number of studies have examined the impact of P-O fit on multiple employee positive behaviours and outcomes; potential mediating effect of psychological empowerment is less frequently explored. The current study aims to fill this gap in the literature. To understand the psychology of P-O fit, this study has longitudinally analyzed the relationship between P-O fit and IWB both self and supervisor-based assessments and impact of psychological empowerment on this relationship. Design/methodology/approach Data were collected from 448 subordinates and 79 supervisors from two knowledge intensive industries in China. Structural equation modelling was used to analyze the relations. Findings Results of the study indicate that employee’s P-O fit is positively related to both self and supervisor ratings of innovative behaviours, and psychological empowerment acts as a partial mediator between P-O fit and IWB at both Time 1 and Time 2. These results imply that an employee’s perception of value congruence impacts his/her perception about feeling of empowerment which in turn helps in engaging him/her in to acts of IWB more often. Originality/value Study findings begin to explain how P-O fit impacts IWB of individuals. Specifically, the authors find that psychological empowerment explains the relationship between P-O fit and IWB.
{"title":"The mediating role of psychological empowerment on the relationship between person-organization fit and innovative work behaviour","authors":"Bilal Afsar, Y. Badir","doi":"10.1108/JCHRM-11-2015-0016","DOIUrl":"https://doi.org/10.1108/JCHRM-11-2015-0016","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000There has been minimal research on the impact of an employee’s person-organization (P-O) fit on his/her innovative work behaviour (IWB). A number of studies have examined the impact of P-O fit on multiple employee positive behaviours and outcomes; potential mediating effect of psychological empowerment is less frequently explored. The current study aims to fill this gap in the literature. To understand the psychology of P-O fit, this study has longitudinally analyzed the relationship between P-O fit and IWB both self and supervisor-based assessments and impact of psychological empowerment on this relationship. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000Data were collected from 448 subordinates and 79 supervisors from two knowledge intensive industries in China. Structural equation modelling was used to analyze the relations. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000Results of the study indicate that employee’s P-O fit is positively related to both self and supervisor ratings of innovative behaviours, and psychological empowerment acts as a partial mediator between P-O fit and IWB at both Time 1 and Time 2. These results imply that an employee’s perception of value congruence impacts his/her perception about feeling of empowerment which in turn helps in engaging him/her in to acts of IWB more often. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000Study findings begin to explain how P-O fit impacts IWB of individuals. Specifically, the authors find that psychological empowerment explains the relationship between P-O fit and IWB.","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":"7 1","pages":"5-26"},"PeriodicalIF":1.0,"publicationDate":"2016-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/JCHRM-11-2015-0016","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62063748","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-12-06DOI: 10.1108/JCHRM-03-2016-0002
Simon C. H. Chan, W. Mak
Purpose This purpose of this study is to examine the relationship between workplace fun, trust-in-management, employee satisfaction and whether the level of fun experienced at work moderates the effects. Design/methodology/approach Data were collected from a sample of 240 frontline staff in a large-scale retail store in Hong Kong. Findings The results show that trust-in-management mediates the relationship between workplace fun and employee job satisfaction. Additionally, employees who experience a high level of fun in the workplace have a greater effect on workplace fun, trust-in-management and job satisfaction. Research limitations/implications The main limitation of this study is that it collects data from a self-reported single source in a cross-sectional survey design. Practical implications Because workplace fun helps organizations promote employee trust and job satisfaction, organizations should provide more enjoyable activities for employees to participate in. Originality/value This study provides a new insight into the effects of workplace fun on employees’ trust-in-management and job satisfaction.
{"title":"Have you experienced fun in the workplace","authors":"Simon C. H. Chan, W. Mak","doi":"10.1108/JCHRM-03-2016-0002","DOIUrl":"https://doi.org/10.1108/JCHRM-03-2016-0002","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This purpose of this study is to examine the relationship between workplace fun, trust-in-management, employee satisfaction and whether the level of fun experienced at work moderates the effects. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000Data were collected from a sample of 240 frontline staff in a large-scale retail store in Hong Kong. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The results show that trust-in-management mediates the relationship between workplace fun and employee job satisfaction. Additionally, employees who experience a high level of fun in the workplace have a greater effect on workplace fun, trust-in-management and job satisfaction. \u0000 \u0000 \u0000 \u0000 \u0000Research limitations/implications \u0000 \u0000 \u0000 \u0000 \u0000The main limitation of this study is that it collects data from a self-reported single source in a cross-sectional survey design. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000Because workplace fun helps organizations promote employee trust and job satisfaction, organizations should provide more enjoyable activities for employees to participate in. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000This study provides a new insight into the effects of workplace fun on employees’ trust-in-management and job satisfaction.","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":"7 1","pages":"27-38"},"PeriodicalIF":1.0,"publicationDate":"2016-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/JCHRM-03-2016-0002","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62062885","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-10-10DOI: 10.1108/JCHRM-07-2016-0010
Fanxing Meng, Xiaomei Wang, Huajiao Chen, Jin Zhang, Wei Yang, Jin Wang, Quanquan Zheng
The purpose of this paper is to explore the influence of organizational culture (OC) on talent management (TM) by a case study of a real estate company.,The method of case study is adopted in the present study.,The authors present four propositions. The first is OC has an effect on TM. The second is a new conceptual model of TM. The third is a 4-P pattern to identify and develop the talent. The fourth is to adopt both the spiritual and material satisfactions that retain the talent.,The primary limitation of this study is embedded in the case study method, which is not sufficient to represent the totality. The other limitation is that the issue of cohesion and team efficacy of talents is not considered. This study argues the relationship between OC and TM and expands the existing TM and OC theory. The effect of professional idealism is emphasized on in the process of TM. Talent can be retained firmly within the organization through the methods of rebuilding and strengthening OC.,A conceptual model of TM, 4-P pattern of evaluation and the operational mean to retain the talent is introduced.
{"title":"The influence of organizational culture on talent management","authors":"Fanxing Meng, Xiaomei Wang, Huajiao Chen, Jin Zhang, Wei Yang, Jin Wang, Quanquan Zheng","doi":"10.1108/JCHRM-07-2016-0010","DOIUrl":"https://doi.org/10.1108/JCHRM-07-2016-0010","url":null,"abstract":"The purpose of this paper is to explore the influence of organizational culture (OC) on talent management (TM) by a case study of a real estate company.,The method of case study is adopted in the present study.,The authors present four propositions. The first is OC has an effect on TM. The second is a new conceptual model of TM. The third is a 4-P pattern to identify and develop the talent. The fourth is to adopt both the spiritual and material satisfactions that retain the talent.,The primary limitation of this study is embedded in the case study method, which is not sufficient to represent the totality. The other limitation is that the issue of cohesion and team efficacy of talents is not considered. This study argues the relationship between OC and TM and expands the existing TM and OC theory. The effect of professional idealism is emphasized on in the process of TM. Talent can be retained firmly within the organization through the methods of rebuilding and strengthening OC.,A conceptual model of TM, 4-P pattern of evaluation and the operational mean to retain the talent is introduced.","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":"7 1","pages":"129-146"},"PeriodicalIF":1.0,"publicationDate":"2016-10-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/JCHRM-07-2016-0010","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62063400","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2015-10-12DOI: 10.1108/JCHRM-09-2015-0014
Juan-Maria Gallego-Toledo
Purpose This paper aims to analyze the effectiveness of cultural profiling tools in predicting and identifying potential cultural pitfalls and challenges that the executive could encounter during an interaction with an individual or group from a different national culture. The initial analysis is based on the author’s experience in China. Over a two-year period and as part of the wider strategy to implement account management principles within the local sales teams across China, the strategy and sales development team (composed of two Chinese nationals lead by a Spanish/USA experienced expatriate/author) engaged senior members of the sales team through a series of workshops. Design/methodology/approach Despite the top management support and the alignment of the program with the organizational culture of the company, the coaching program had limited success. Using a past experience in China and as part of a preliminary study on cultural profiling models available to executives, professors and students exposed to global environments, the author reviewed three popular cultural models to potentially identify sources of conflict, cultural gaps and misalignments between individual culture and the national cultures. Findings The paper found that culture profiling tools could have a guiding value for executives and other individuals visiting a different culture, as it identified potential sources of conflict and pitfalls to avoid. Originality/value The paper offered a fresh look at proliferating culture profiling tools.
{"title":"Cultural profiling and a Chinese experience","authors":"Juan-Maria Gallego-Toledo","doi":"10.1108/JCHRM-09-2015-0014","DOIUrl":"https://doi.org/10.1108/JCHRM-09-2015-0014","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This paper aims to analyze the effectiveness of cultural profiling tools in predicting and identifying potential cultural pitfalls and challenges that the executive could encounter during an interaction with an individual or group from a different national culture. The initial analysis is based on the author’s experience in China. Over a two-year period and as part of the wider strategy to implement account management principles within the local sales teams across China, the strategy and sales development team (composed of two Chinese nationals lead by a Spanish/USA experienced expatriate/author) engaged senior members of the sales team through a series of workshops. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000Despite the top management support and the alignment of the program with the organizational culture of the company, the coaching program had limited success. Using a past experience in China and as part of a preliminary study on cultural profiling models available to executives, professors and students exposed to global environments, the author reviewed three popular cultural models to potentially identify sources of conflict, cultural gaps and misalignments between individual culture and the national cultures. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The paper found that culture profiling tools could have a guiding value for executives and other individuals visiting a different culture, as it identified potential sources of conflict and pitfalls to avoid. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000The paper offered a fresh look at proliferating culture profiling tools.","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":"6 1","pages":"120-132"},"PeriodicalIF":1.0,"publicationDate":"2015-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/JCHRM-09-2015-0014","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62063654","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2015-10-12DOI: 10.1108/JCHRM-03-2015-0009
Jie Ke
Purpose This article aims to report the second part of the interview with Dr Bor-Shiuan Cheng on his insights into Chinese indigenous management research, including challenges and future directions. Design/methodology/approach This paper is based on a recent interview with Dr Bor-Shiuan Cheng. Findings The biggest challenge for current Chinese management research is the administrative system and restrictive publication policy. Under the current system, it is best for researchers to consider a dual approach to research. That is, research must be relevant to local issues and significant to the international community. Research limitations/implications The system that might sabotage academic system needs to be changed. And future leadership studies should be focused on developing mindful and moral leaders. Originality/value The interview provides an insightful view on the current challenges of Chinese management research and valuable advice from Dr Cheng, who also showed the future direction of leadership studies.
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Pub Date : 2015-05-15DOI: 10.1108/JCHRM-03-2015-0007
Jie Ke
Purpose – This paper reports the first part of a recent interview with Dr Bor-Shiuan Cheng on his values, beliefs or thoughts on how to lead a fulfilling life as a person and a researcher. Design/methodology/approach – This paper is based on a recent interview with Dr Bor-Shiuan Cheng. Findings – Life is a journey of discovering our purpose and fulfilling our own destiny. Once Dr Cheng decided his career direction after trying out different alternatives, he sticks to it and makes the best out of it. His choice of majoring in psychology became a basis for the contributions to Chinese management research. Research limitations/implications – Dr Cheng’s life and career paths showcased a successful scholar who keeps doing one thing in his life, being himself, being focused and persistent. His experience may inspire and encourage junior scholars for career development. Originality/value – The interview presents the life and career paths of Dr Cheng, who has chosen to take a road less traveled and enjoyed differ...
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