Pub Date : 2008-07-18DOI: 10.1504/IJCCM.2008.019590
C. Jungbluth
This paper discusses the problem of intercultural management in international Chinese companies with a major focus on Mergers and Acquisitions (M&A) in Germany. With an increasing number of Chinese enterprises investing abroad, the need for intercultural competences becomes an issue that obviously has to be approached by these firms. Investment abroad requires especially careful preparation as shown by the experience of many Western companies struggling to set foot in foreign countries. But do Chinese firms prepare for this? Are there similar intercultural training opportunities as in some Western countries? Do curricula at universities offer relevant courses for future managers? What is the state of the field in the research on issues of intercultural management in the academe? The paper seeks to answer these questions by analysing problems of Chinese firms in Germany, by investigating consulting opportunities for Chinese investors planning to go abroad and by evaluating Chinese academic materials on intercultural problems.
{"title":"Going global, crossing cultures: intercultural management in Chinese enterprises","authors":"C. Jungbluth","doi":"10.1504/IJCCM.2008.019590","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.019590","url":null,"abstract":"This paper discusses the problem of intercultural management in international Chinese companies with a major focus on Mergers and Acquisitions (M&A) in Germany. With an increasing number of Chinese enterprises investing abroad, the need for intercultural competences becomes an issue that obviously has to be approached by these firms. Investment abroad requires especially careful preparation as shown by the experience of many Western companies struggling to set foot in foreign countries. But do Chinese firms prepare for this? Are there similar intercultural training opportunities as in some Western countries? Do curricula at universities offer relevant courses for future managers? What is the state of the field in the research on issues of intercultural management in the academe? The paper seeks to answer these questions by analysing problems of Chinese firms in Germany, by investigating consulting opportunities for Chinese investors planning to go abroad and by evaluating Chinese academic materials on intercultural problems.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2008-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.019590","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716002","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 : 2008-07-18DOI: 10.1504/IJCCM.2008.019593
Xiaohui Wang, Xiqing Xie
This empirical study explores organizational learning culture in China's domestic enterprises by using Western concepts, the Dimension of Learning Organization Questionnaire (DLOQ) instrument, and the data collected from 948 Chinese native employees in four State-owned Enterprises (SOEs) and five Privately-owned Enterprises (POEs) located in Guangdong Province, the People's Republic of China (PRC). Findings suggest that the DLOQ instrument is applicable to the Chinese context, demographic variables such as age and education level, and the type of ownership of enterprises such as SOEs and POEs, show differences in organisational learning culture. Implications conclude that Chinese companies should pay more attentions to the impact of employees' demographic composition on their organisational learning, and SOEs and should imperatively improve their learning culture so as to competing with POEs.
{"title":"Comparative studies on organisational learning culture in Chinese native enterprises","authors":"Xiaohui Wang, Xiqing Xie","doi":"10.1504/IJCCM.2008.019593","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.019593","url":null,"abstract":"This empirical study explores organizational learning culture in China's domestic enterprises by using Western concepts, the Dimension of Learning Organization Questionnaire (DLOQ) instrument, and the data collected from 948 Chinese native employees in four State-owned Enterprises (SOEs) and five Privately-owned Enterprises (POEs) located in Guangdong Province, the People's Republic of China (PRC). Findings suggest that the DLOQ instrument is applicable to the Chinese context, demographic variables such as age and education level, and the type of ownership of enterprises such as SOEs and POEs, show differences in organisational learning culture. Implications conclude that Chinese companies should pay more attentions to the impact of employees' demographic composition on their organisational learning, and SOEs and should imperatively improve their learning culture so as to competing with POEs.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2008-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.019593","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716069","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 : 2008-07-18DOI: 10.1504/IJCCM.2008.019591
Heiko Gebauer, F. Putz, Fabrice Seite, P. Schönsleben
Few Chinese subsidiaries of European manufacturing companies are reported as making profits. The majority find it extremely difficult to transfer their traditional business model to China. According to the business model, the European manufacturing companies generate a major share of their total value proposition through services. They earn, for example, about 25% of their total revenue through services in Europe, but their Chinese subsidiaries achieve only 10%. Thus, they are losing potential earnings and weakening their overall profitability. The main reason stems from the problems associated with managing the service business in the context of Chinese culture. The present article analyses these effects and offers some guidance for managers seeking to increase the service contribution in the Chinese subsidiaries of European manufacturing firms.
{"title":"The impact of Chinese culture on the service contribution in European manufacturing companies","authors":"Heiko Gebauer, F. Putz, Fabrice Seite, P. Schönsleben","doi":"10.1504/IJCCM.2008.019591","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.019591","url":null,"abstract":"Few Chinese subsidiaries of European manufacturing companies are reported as making profits. The majority find it extremely difficult to transfer their traditional business model to China. According to the business model, the European manufacturing companies generate a major share of their total value proposition through services. They earn, for example, about 25% of their total revenue through services in Europe, but their Chinese subsidiaries achieve only 10%. Thus, they are losing potential earnings and weakening their overall profitability. The main reason stems from the problems associated with managing the service business in the context of Chinese culture. The present article analyses these effects and offers some guidance for managers seeking to increase the service contribution in the Chinese subsidiaries of European manufacturing firms.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2008-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.019591","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716017","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 : 2008-07-18DOI: 10.1504/IJCCM.2008.019594
Minghui Yuan, Xi Zhang, D. Vogel, Zhenjiao Chen, Chuanjie Guo
Intergroup coordination is critical for the success of large software projects. This paper examines the impact of national culture and organisational culture on intergroup coordination success factors (knowledge sharing, communication, mutual support and stakeholder commitment) through a qualitative analysis of semistructured interviews conducted in mainland China. We draw on a multiple-case study of five different-sized Chinese software companies to identify common patterns of national cultural impact across the cases as well as differences generated due to different organisational cultures. Based on a coding scheme, our research shows that collectivism and concern for 'face' have the most salient impact on these factors. Uncertainty avoidance and power distance also have a slight impact. Interestingly, several organisational culture dimensions (harmony, customer orientation, quality orientation and leadership style) can explain part of the differences among companies. The paper contributes to the team coordination literature, particularly to intergroup coordination in software development, and provides research evidence to support the impact of culture on the implementation of the Capability Maturity Model for Software (SW-CMM). It also has implications for Chinese software project management practice.
{"title":"The impact of national and organisational cultures on intergroup coordination in software development in mainland China: a qualitative analysis","authors":"Minghui Yuan, Xi Zhang, D. Vogel, Zhenjiao Chen, Chuanjie Guo","doi":"10.1504/IJCCM.2008.019594","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.019594","url":null,"abstract":"Intergroup coordination is critical for the success of large software projects. This paper examines the impact of national culture and organisational culture on intergroup coordination success factors (knowledge sharing, communication, mutual support and stakeholder commitment) through a qualitative analysis of semistructured interviews conducted in mainland China. We draw on a multiple-case study of five different-sized Chinese software companies to identify common patterns of national cultural impact across the cases as well as differences generated due to different organisational cultures. Based on a coding scheme, our research shows that collectivism and concern for 'face' have the most salient impact on these factors. Uncertainty avoidance and power distance also have a slight impact. Interestingly, several organisational culture dimensions (harmony, customer orientation, quality orientation and leadership style) can explain part of the differences among companies. The paper contributes to the team coordination literature, particularly to intergroup coordination in software development, and provides research evidence to support the impact of culture on the implementation of the Capability Maturity Model for Software (SW-CMM). It also has implications for Chinese software project management practice.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2008-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.019594","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716077","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 : 2008-07-18DOI: 10.1504/IJCCM.2008.019595
Zhenjiao Chen, Xi Zhang, Dingtao Zhao
Chinese leadership literature had documented that employees' compliance interacts with Chinese traditional leadership in determining employee's effectiveness. However, previous studies reported inconsistent findings on this interaction effect. The present study extended past research by illustrating that the interaction effect of Chinese traditional leadership and compliance is dependent on the employee's individual relationship orientation. The results show that Chinese traditional leadership × compliance × relationship orientation has a significant interaction in the prediction of employees' job performance. The theoretical and practical implications are discussed.
{"title":"Leadership effectiveness in the Chinese enterprises: the roles of Chinese leadership and employee's individual orientation","authors":"Zhenjiao Chen, Xi Zhang, Dingtao Zhao","doi":"10.1504/IJCCM.2008.019595","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.019595","url":null,"abstract":"Chinese leadership literature had documented that employees' compliance interacts with Chinese traditional leadership in determining employee's effectiveness. However, previous studies reported inconsistent findings on this interaction effect. The present study extended past research by illustrating that the interaction effect of Chinese traditional leadership and compliance is dependent on the employee's individual relationship orientation. The results show that Chinese traditional leadership × compliance × relationship orientation has a significant interaction in the prediction of employees' job performance. The theoretical and practical implications are discussed.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2008-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.019595","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716124","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 : 2008-07-18DOI: 10.1504/IJCCM.2008.019588
Lingyun Wang, P. Iskanius, P. Kess
This paper examines the impact of the Human Resource Management (HRM) of distributor companies on the performance of manufacturer-distributor partnerships in the Chinese context. A multiple case study methodology is employed in the study. The case study illustrates the importance of the distributors' HRM in the performance of Sino-Finnish partnerships. The recruitment and retention of technical personnel are critical factors in HRM as well challenges to the performance of partnerships because of the knowledge accumulation by technical personnel. However, manufacturers can contribute to the performance improvement of the partnerships by collaborating in training to improve the human resource practices of distributor companies. Therefore, it is concluded in this study that contributory activities in the distributors' HRM in the manufacturer-distributor partnerships have a significant impact on the performance of the partnerships in the Chinese market.
{"title":"The impact of distributors' HRM on the performance of manufacturer-distributor partnerships","authors":"Lingyun Wang, P. Iskanius, P. Kess","doi":"10.1504/IJCCM.2008.019588","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.019588","url":null,"abstract":"This paper examines the impact of the Human Resource Management (HRM) of distributor companies on the performance of manufacturer-distributor partnerships in the Chinese context. A multiple case study methodology is employed in the study. The case study illustrates the importance of the distributors' HRM in the performance of Sino-Finnish partnerships. The recruitment and retention of technical personnel are critical factors in HRM as well challenges to the performance of partnerships because of the knowledge accumulation by technical personnel. However, manufacturers can contribute to the performance improvement of the partnerships by collaborating in training to improve the human resource practices of distributor companies. Therefore, it is concluded in this study that contributory activities in the distributors' HRM in the manufacturer-distributor partnerships have a significant impact on the performance of the partnerships in the Chinese market.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2008-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.019588","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716433","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.2008.017173
Valeria Zanier
After a long history of overexploitation and destruction of its natural resources, China has begun to include environmental protection among its economic development priorities. From the 1990s, the government has started to take important steps in this direction, by signing all relevant major international agreements, setting stricter measures to keep pollution out of densely populated areas and launching a number of eco-friendly projects aimed at enhancing 'environmental consciousness' in Chinese citizens. What level of environmental consciousness can be found in Chinese contemporary society? Are Chinese consumers ready for the so-called responsible consumption? What value do Chinese citizens attach to 'nature', 'the environment', 'responsible consumption'? Assuming it is rather difficult to give exhaustive answers, the author will try to shed some light on these issues through the analysis of an innovative project, which is going to reshape the island of Chongming, in Shanghai Municipality, into an environmentally friendly island.
{"title":"The environment: once a problem for the rich, now part of the marketing strategy? A case study on China's environmental communication","authors":"Valeria Zanier","doi":"10.1504/IJCCM.2008.017173","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.017173","url":null,"abstract":"After a long history of overexploitation and destruction of its natural resources, China has begun to include environmental protection among its economic development priorities. From the 1990s, the government has started to take important steps in this direction, by signing all relevant major international agreements, setting stricter measures to keep pollution out of densely populated areas and launching a number of eco-friendly projects aimed at enhancing 'environmental consciousness' in Chinese citizens. What level of environmental consciousness can be found in Chinese contemporary society? Are Chinese consumers ready for the so-called responsible consumption? What value do Chinese citizens attach to 'nature', 'the environment', 'responsible consumption'? Assuming it is rather difficult to give exhaustive answers, the author will try to shed some light on these issues through the analysis of an innovative project, which is going to reshape the island of Chongming, in Shanghai Municipality, into an environmentally friendly island.","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.2008.017173","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716424","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.2008.017171
Wei Chen, Mikhail Myasin
There are very limited researches about how expatriates face the cultural challenges when they work in China, while it has become increasing important with more multinational organisations moving to the biggest market. The authors attempt to examine this complicated issue which includes culture conflicts, staff motivation, employees' resistance to foreign management, communications, and relationship building (Guan Xi) in the organisation. Expatriates working in luxury hotels were chosen to do the study as its high international integration level. The fieldwork data collection was based on semi-structure in-depth interviews with six foreign managers currently working in international branded hotels, and two participants who have undergone management training in the same industry. It was found in this study that lack of initiative, reluctance to accept responsibility and language barrier are the prevailing difficulties that expatriate managers face in the workplace. Other issues, such as Chinese staff motivation and relationship building also discussed in this research.
{"title":"Working with Chinese culture in luxury hotels in Shanghai: an expatriate manager's perspective on management challenges","authors":"Wei Chen, Mikhail Myasin","doi":"10.1504/IJCCM.2008.017171","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.017171","url":null,"abstract":"There are very limited researches about how expatriates face the cultural challenges when they work in China, while it has become increasing important with more multinational organisations moving to the biggest market. The authors attempt to examine this complicated issue which includes culture conflicts, staff motivation, employees' resistance to foreign management, communications, and relationship building (Guan Xi) in the organisation. Expatriates working in luxury hotels were chosen to do the study as its high international integration level. The fieldwork data collection was based on semi-structure in-depth interviews with six foreign managers currently working in international branded hotels, and two participants who have undergone management training in the same industry. It was found in this study that lack of initiative, reluctance to accept responsibility and language barrier are the prevailing difficulties that expatriate managers face in the workplace. Other issues, such as Chinese staff motivation and relationship building also discussed in this research.","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.2008.017171","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716367","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.2008.017172
R. Alas, M. Vadi, Wei Sun
This study, conducted in 29 Chinese organisations, contributes to our understanding of readiness to change. It reveals the importance of the task and relationship orientation of organisational culture for organisational learning and for employee attitudes towards change in Chinese organisations. There are differences in China compared to countries in Europe. Two important components of learning organisations are not acceptable in China: making mistakes and reducing the status symbol. Chinese employees are afraid of making mistakes and they do not want to reduce status symbol to a minimum. The challenge is to develop a learning organisation in an atmosphere where people are afraid of making mistakes and differences between subordinates and superiors are accentuated. A model about the impact of organisational culture upon organisational learning and upon attitudes towards change in Chinese organisations, and implications for managers have been developed.
{"title":"Connections between factors of readiness to change in Chinese organisations","authors":"R. Alas, M. Vadi, Wei Sun","doi":"10.1504/IJCCM.2008.017172","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.017172","url":null,"abstract":"This study, conducted in 29 Chinese organisations, contributes to our understanding of readiness to change. It reveals the importance of the task and relationship orientation of organisational culture for organisational learning and for employee attitudes towards change in Chinese organisations. There are differences in China compared to countries in Europe. Two important components of learning organisations are not acceptable in China: making mistakes and reducing the status symbol. Chinese employees are afraid of making mistakes and they do not want to reduce status symbol to a minimum. The challenge is to develop a learning organisation in an atmosphere where people are afraid of making mistakes and differences between subordinates and superiors are accentuated. A model about the impact of organisational culture upon organisational learning and upon attitudes towards change in Chinese organisations, and implications for managers have been developed.","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.2008.017172","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716415","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.2008.017169
F. Adams, Heidi Vernon
The role of cultural factors in East Asia's rapid development remains subject to dispute. This is particularly true of China, since today's Chinese managers come from a tradition that is different from that of the USA and Thailand. This paper compares the results of a survey study of young managers in China with comparable surveys of young managers in the USA and in Thailand. We consider the underlying theoretical constructs and we pose hypotheses on how they might relate to management behaviour. We describe the surveys and analytical methodology. There is strong evidence of the Chinese respondents' personal objectives of traditional group cohesion, desire for harmony, and relationship-based trust. US respondents are much more concerned with personal entitlements. In many respects, the cultural attributes and business practices of Thai managers lie between those of their Chinese and US counterparts. While it is difficult to link these cultural dimensions to management procedures, there is evidence that Chinese firms use less formal methods and rely more heavily on relationship-based practices.
{"title":"Business culture and management in China, Thailand and the USA: cultural values and business practice","authors":"F. Adams, Heidi Vernon","doi":"10.1504/IJCCM.2008.017169","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.017169","url":null,"abstract":"The role of cultural factors in East Asia's rapid development remains subject to dispute. This is particularly true of China, since today's Chinese managers come from a tradition that is different from that of the USA and Thailand. This paper compares the results of a survey study of young managers in China with comparable surveys of young managers in the USA and in Thailand. We consider the underlying theoretical constructs and we pose hypotheses on how they might relate to management behaviour. We describe the surveys and analytical methodology. There is strong evidence of the Chinese respondents' personal objectives of traditional group cohesion, desire for harmony, and relationship-based trust. US respondents are much more concerned with personal entitlements. In many respects, the cultural attributes and business practices of Thai managers lie between those of their Chinese and US counterparts. While it is difficult to link these cultural dimensions to management procedures, there is evidence that Chinese firms use less formal methods and rely more heavily on relationship-based practices.","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.2008.017169","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716287","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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