Pub Date : 2008-02-18DOI: 10.1504/IJCCM.2008.017168
J. Parnell, Qing Tian, Alexander N. Chen, Ting Yu
Work values have been identified as critical variables in the career development process. Many of the problems associated with foreign joint ventures in China over the past two decades have been concerned with employee motivation and retention. Given these concerns, it is important to examine how differences between future managers in China and the USA might be changing over the past decade. This paper considers whether or not there are significant differences in work value among management students in US and Chinese business schools. Utilising Manhardt's work values instrument, US business students were found to be concerned more with competence and growth than Chinese business students, but no differences were found along the factors of comfort and security, and status and independence.
{"title":"Comparative work values among future managers in China and the USA","authors":"J. Parnell, Qing Tian, Alexander N. Chen, Ting Yu","doi":"10.1504/IJCCM.2008.017168","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.017168","url":null,"abstract":"Work values have been identified as critical variables in the career development process. Many of the problems associated with foreign joint ventures in China over the past two decades have been concerned with employee motivation and retention. Given these concerns, it is important to examine how differences between future managers in China and the USA might be changing over the past decade. This paper considers whether or not there are significant differences in work value among management students in US and Chinese business schools. Utilising Manhardt's work values instrument, US business students were found to be concerned more with competence and growth than Chinese business students, but no differences were found along the factors of comfort and security, and status and independence.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2008-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.017168","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716259","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 : 2008-02-18DOI: 10.1504/IJCCM.2008.017170
R. Lu, Herman Baert
Mentoring as one form of workplace learning has the dynamics to stimulate the personal growth of the Mentor-Protege (MP) pair and organisational development. However, the context where mentoring is implemented has a crucial impact on the MP relationship, mentoring process and outcomes. This article is aimed at exploring to what extent the Chinese culture-related values and the social changes in the modern era influence mentoring practice if it is implemented in the Chinese context. This article is based on one chapter of a doctoral thesis, and it is mainly composed of a critical-reflective literature review, the authors' life experiences, observations and intercultural exchanges.
{"title":"Chinese culture-related assumptions for mentoring practice","authors":"R. Lu, Herman Baert","doi":"10.1504/IJCCM.2008.017170","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.017170","url":null,"abstract":"Mentoring as one form of workplace learning has the dynamics to stimulate the personal growth of the Mentor-Protege (MP) pair and organisational development. However, the context where mentoring is implemented has a crucial impact on the MP relationship, mentoring process and outcomes. This article is aimed at exploring to what extent the Chinese culture-related values and the social changes in the modern era influence mentoring practice if it is implemented in the Chinese context. This article is based on one chapter of a doctoral thesis, and it is mainly composed of a critical-reflective literature review, the authors' life experiences, observations and intercultural exchanges.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2008-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.017170","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716356","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 : 2007-12-10DOI: 10.1504/IJCCM.2007.016172
Therese. Joiner, S. Bakalis, Jerome Choy
Delegation is widely accepted as an essential element of effective management in North American organisations; however, delegation may not be effective in other countries where employees hold different cultural values. We suggest that Chinese cultural values are inconsistent with delegation, and as such we develop a model in which organisation support mediates the relationship between delegation and, subordinate job satisfaction and performance in the Chinese context. Our sample comprised 136 Chinese subordinates working in a large transport company in Hong Kong. Our results show that organisation support partially mediates between delegation and job satisfaction while organisation support (with job satisfaction) fully mediates between delegation and subordinate performance. Implications for the theory and practice of delegation are discussed, particularly in the context of employees' national cultural differences.
{"title":"The mediating role of organisation support in effective delegation: the case of Chinese subordinate managers","authors":"Therese. Joiner, S. Bakalis, Jerome Choy","doi":"10.1504/IJCCM.2007.016172","DOIUrl":"https://doi.org/10.1504/IJCCM.2007.016172","url":null,"abstract":"Delegation is widely accepted as an essential element of effective management in North American organisations; however, delegation may not be effective in other countries where employees hold different cultural values. We suggest that Chinese cultural values are inconsistent with delegation, and as such we develop a model in which organisation support mediates the relationship between delegation and, subordinate job satisfaction and performance in the Chinese context. Our sample comprised 136 Chinese subordinates working in a large transport company in Hong Kong. Our results show that organisation support partially mediates between delegation and job satisfaction while organisation support (with job satisfaction) fully mediates between delegation and subordinate performance. Implications for the theory and practice of delegation are discussed, particularly in the context of employees' national cultural differences.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2007-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2007.016172","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716243","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 : 2007-12-10DOI: 10.1504/IJCCM.2007.016166
Bi Jianhai
Northeast China used to be the oldest industrial base and one of the most developed regions in the country, but in the last two decades the region had been overshadowed by the fast-developing eastern region. This struggling northeastern rustbelt, with a debilitating heavy industry, the most bankrupt State-Owned Enterprises (SOEs), mass unemployment and ensuing social problems, has prompted the Chinese leadership to put forward a crucial strategy to rejuvenate the region to transform it into China's fourth economic powerhouse after the Pearl River Delta, the Yangtze River Delta and the Beijing-Tianjin area. A strategic consideration was that the Chinese government planned to gradually realise an economic pattern with the eastern, central and western regions dynamically linked, mutually beneficial and developing in a coordinated way.
{"title":"Rejuvenating Northeast China: changing a rustbelt into an economic powerhouse","authors":"Bi Jianhai","doi":"10.1504/IJCCM.2007.016166","DOIUrl":"https://doi.org/10.1504/IJCCM.2007.016166","url":null,"abstract":"Northeast China used to be the oldest industrial base and one of the most developed regions in the country, but in the last two decades the region had been overshadowed by the fast-developing eastern region. This struggling northeastern rustbelt, with a debilitating heavy industry, the most bankrupt State-Owned Enterprises (SOEs), mass unemployment and ensuing social problems, has prompted the Chinese leadership to put forward a crucial strategy to rejuvenate the region to transform it into China's fourth economic powerhouse after the Pearl River Delta, the Yangtze River Delta and the Beijing-Tianjin area. A strategic consideration was that the Chinese government planned to gradually realise an economic pattern with the eastern, central and western regions dynamically linked, mutually beneficial and developing in a coordinated way.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2007-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2007.016166","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716393","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 : 2007-12-10DOI: 10.1504/IJCCM.2007.016165
M. Ilhéu
Normally, SMEs have internal shortages of information, capital and management experience, and, in foreign markets, limitations related to their difficulty of adjustment to different environmental conditions; the bigger the difference, in cultural, linguistic and social terms, of the country where the company plans to enter, the bigger the difficulties faced by companies' management, owing to scarce resources. These limitations justify SMEs' having more difficulty in bearing the cost of internationalisation than large companies. China is a very attractive market, with a huge potential economic growth in the liberalisation phase, but very distant from Portugal in geographic and cultural terms. Information and knowledge are critical factors for the expansion in China, for diminishing that distance and for helping companies in adopting market-oriented strategies and getting a competitive advantage positioning.
{"title":"Knowledge ? a critical factor in the internationalisation of SMEs: the case of Portuguese SMEs in China","authors":"M. Ilhéu","doi":"10.1504/IJCCM.2007.016165","DOIUrl":"https://doi.org/10.1504/IJCCM.2007.016165","url":null,"abstract":"Normally, SMEs have internal shortages of information, capital and management experience, and, in foreign markets, limitations related to their difficulty of adjustment to different environmental conditions; the bigger the difference, in cultural, linguistic and social terms, of the country where the company plans to enter, the bigger the difficulties faced by companies' management, owing to scarce resources. These limitations justify SMEs' having more difficulty in bearing the cost of internationalisation than large companies. China is a very attractive market, with a huge potential economic growth in the liberalisation phase, but very distant from Portugal in geographic and cultural terms. Information and knowledge are critical factors for the expansion in China, for diminishing that distance and for helping companies in adopting market-oriented strategies and getting a competitive advantage positioning.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2007-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2007.016165","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716378","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 : 2007-12-10DOI: 10.1504/IJCCM.2007.016170
Paola Bellabona, F. Spigarelli
This contribution traces a relatively recent phenomenon: the development of Chinese Direct Overseas Investments. China's Go Global policy, which encourages Chinese enterprises to put themselves in the global competition through an active internationalisation process, was officially announced in 2000. Less known than the Open Door policy that led China to be one of the world's largest FDI recipients, this phenomenon, still small in comparison to the total global value, is interesting for its trend and skyrocketing growth. The paper not only sheds light on the five stages of the gradual development of Outward Foreign Direct Investment (OFDI), but also deepens several interventions launched during the entire year 2006. Relevant historical series of flows and stocks are also presented. Besides highlighting the 'Chinese Champions' of the global market, main forms of internationalisation and main reasons are discussed, as well as pros and cons of the process.
{"title":"Moving from Open Door to Go Global: China goes on the world stage","authors":"Paola Bellabona, F. Spigarelli","doi":"10.1504/IJCCM.2007.016170","DOIUrl":"https://doi.org/10.1504/IJCCM.2007.016170","url":null,"abstract":"This contribution traces a relatively recent phenomenon: the development of Chinese Direct Overseas Investments. China's Go Global policy, which encourages Chinese enterprises to put themselves in the global competition through an active internationalisation process, was officially announced in 2000. Less known than the Open Door policy that led China to be one of the world's largest FDI recipients, this phenomenon, still small in comparison to the total global value, is interesting for its trend and skyrocketing growth. The paper not only sheds light on the five stages of the gradual development of Outward Foreign Direct Investment (OFDI), but also deepens several interventions launched during the entire year 2006. Relevant historical series of flows and stocks are also presented. Besides highlighting the 'Chinese Champions' of the global market, main forms of internationalisation and main reasons are discussed, as well as pros and cons of the process.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2007-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2007.016170","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716204","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 : 2007-12-10DOI: 10.1504/IJCCM.2007.016164
Theodore T. Herbert, I. Alon, J. Mark Munoz
To achieve full performance potential in becoming a global business competitor, enterprises in transitioning economies, particularly Chinese business enterprises, must identify and rectify deficiencies in their resources and capabilities. Too often, prescriptive advice on globalisation requirements is given that is too narrowly focused on accommodating the full range and interactive effects of multiple action responses needed. We offer an approach that is useful for considering the range of options for Chinese firms through the lens of multiple response levels, ambient factors, the individual level, the intraorganisational level and the interorganisational level. We argue that the approach allows the identification of deficient resources and capabilities which, upon being remedied, must pass another hurdle of analysis, that of inspecting their potential for misalignment or poor strategic fit. While the approach is especially well-suited to China, the concept may also be suitable for other transitioning environments.
{"title":"The globalising Chinese business enterprise: the role of strategic fit","authors":"Theodore T. Herbert, I. Alon, J. Mark Munoz","doi":"10.1504/IJCCM.2007.016164","DOIUrl":"https://doi.org/10.1504/IJCCM.2007.016164","url":null,"abstract":"To achieve full performance potential in becoming a global business competitor, enterprises in transitioning economies, particularly Chinese business enterprises, must identify and rectify deficiencies in their resources and capabilities. Too often, prescriptive advice on globalisation requirements is given that is too narrowly focused on accommodating the full range and interactive effects of multiple action responses needed. We offer an approach that is useful for considering the range of options for Chinese firms through the lens of multiple response levels, ambient factors, the individual level, the intraorganisational level and the interorganisational level. We argue that the approach allows the identification of deficient resources and capabilities which, upon being remedied, must pass another hurdle of analysis, that of inspecting their potential for misalignment or poor strategic fit. While the approach is especially well-suited to China, the concept may also be suitable for other transitioning environments.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2007-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2007.016164","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716321","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 : 2007-12-10DOI: 10.1504/IJCCM.2007.016171
P. Mo
In this paper, we analyse the basic driving forces responsible for moulding the Chinese collective values. Globalisation results in substantial changes in some driving forces, which cause the corresponding changes in collective values and institutions. In general, the globalising forces push the Chinese to adopt a competitive capitalist system along with its associated collective values. However, the values that evolved under the unique historical experiences and writing system distinguish the Chinese collective values from the rest of the world.
{"title":"The nature of Chinese collective values: formation and evolution","authors":"P. Mo","doi":"10.1504/IJCCM.2007.016171","DOIUrl":"https://doi.org/10.1504/IJCCM.2007.016171","url":null,"abstract":"In this paper, we analyse the basic driving forces responsible for moulding the Chinese collective values. Globalisation results in substantial changes in some driving forces, which cause the corresponding changes in collective values and institutions. In general, the globalising forces push the Chinese to adopt a competitive capitalist system along with its associated collective values. However, the values that evolved under the unique historical experiences and writing system distinguish the Chinese collective values from the rest of the world.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2007-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2007.016171","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716214","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 : 2007-12-10DOI: 10.1504/IJCCM.2007.016168
Zheng Ma, K. Pawar, Chih-Cheng Lin, J. Riedel
As companies struggle to develop new products for the global market, more firms are facing the need to access the most critical resource for New Product Development (NPD) ? people. This geographical dispersion means separation not only by time and distance, but also by cultural differences. One of the challenges in managing global teams is interaction. To enhance the understanding of the team-level drivers for successful global NPD, this research focuses on a comparison of the NPD team interaction between European and Chinese contexts, using a simulated NPD environment.
{"title":"Evaluation of team interaction patterns during NPD within European and Chinese contexts","authors":"Zheng Ma, K. Pawar, Chih-Cheng Lin, J. Riedel","doi":"10.1504/IJCCM.2007.016168","DOIUrl":"https://doi.org/10.1504/IJCCM.2007.016168","url":null,"abstract":"As companies struggle to develop new products for the global market, more firms are facing the need to access the most critical resource for New Product Development (NPD) ? people. This geographical dispersion means separation not only by time and distance, but also by cultural differences. One of the challenges in managing global teams is interaction. To enhance the understanding of the team-level drivers for successful global NPD, this research focuses on a comparison of the NPD team interaction between European and Chinese contexts, using a simulated NPD environment.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2007-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2007.016168","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66715957","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 : 2007-12-10DOI: 10.1504/IJCCM.2007.016167
Xiaojun Wei
The issue of EU FDI to China in the early 2000s is intractably associated with the changing composition of the EU and its possible impact on EU FDI flows across regions. A comparison between China and the new EU member countries, in terms of competitiveness in attracting EU FDI after the Fifth Enlargement, emerges therefore as a new possible research avenue. This paper is based on a case study approach. It explores the locational determinants of EU Multinational Cooperations (MNCs) in China, and the interdependence of the EU and Asian markets through the global operations of EU multinational firms. It focuses on the investigation of internationalisation strategies and location choices of German manufacturing MNCs within the background of growing regional economic integration (e.g., the Fifth Enlargement). Two German MNCs in the mechanical engineering industry as well as one German MNC in the Pharmaceutical and Chemical manufacturing industry are the focus of this study.
{"title":"A case study of German investment in China and the CEECs","authors":"Xiaojun Wei","doi":"10.1504/IJCCM.2007.016167","DOIUrl":"https://doi.org/10.1504/IJCCM.2007.016167","url":null,"abstract":"The issue of EU FDI to China in the early 2000s is intractably associated with the changing composition of the EU and its possible impact on EU FDI flows across regions. A comparison between China and the new EU member countries, in terms of competitiveness in attracting EU FDI after the Fifth Enlargement, emerges therefore as a new possible research avenue. This paper is based on a case study approach. It explores the locational determinants of EU Multinational Cooperations (MNCs) in China, and the interdependence of the EU and Asian markets through the global operations of EU multinational firms. It focuses on the investigation of internationalisation strategies and location choices of German manufacturing MNCs within the background of growing regional economic integration (e.g., the Fifth Enlargement). Two German MNCs in the mechanical engineering industry as well as one German MNC in the Pharmaceutical and Chemical manufacturing industry are the focus of this study.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2007-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2007.016167","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716403","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}
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