Cross‐cultural management in China

Dados Bibliográficos

ID20501409
AutoresKeyong Dong (Renmin University of China), Ying Liu (0000-0001-5584-7805, Renmin University of China)
EditoresAlan Kai Ming Au
Ano2010
Volume17
Fascículo3
Páginas223-243
Data de publicação2010-08-01
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoCross Cultural Management An International Journal (JOURNAL)
Identificadores do periódicoISSN: 1352-7606 • E-ISSN: 1758-6089
EditoraEmerald (PUBLISHER)
DOI10.1108/13527601011068333
OpenAlexW1964248603
IdiomaEN
Citações recebidas9
Referências citadas110

Purpose The purpose of this paper is to: summarize the major research that has been conducted regarding cross‐cultural issues in China; show the current practices on cross‐cultural management in Chinese organizations; and then identify future research needs on cross‐cultural management in China. Design/methodology/approach Meta‐analysis was carried out to summarize research of cross‐cultural management in China. Findings Empirical studies on cross‐cultural management in China have been conducted since the 1990s, and numerous empirical studies have been done in the past two decades across different level of constructs and practices (individual, group and organization). Among all the intercultural research concerning China, there are mainly two common types: the first type focuses on foreign managers and employees, center on their adjustment and performance in Chinese culture; and the second type of study examines Chinese who work with these foreigners in the multinational management setting. Furthermore, in recent years, emphases have been shifted from examining the effects of culture on single variables to examining the relationships among same and different level of variables. Research limitations/implications Systematic conceptual model development and assessment of important topics are in great need. Although there is an increasing amount of comparative studies being done in China, very few studies have been conducted to study Chinese firms that are doing business abroad, which represents one of the most critical problems in the field of cross‐cultural management research in China. Most studies focus on cultural value identification and practical issues in Western global companies, which is concerned with comparison between Eastern and Western culture. Research should be conducted to study cultural differences among eastern countries, for example, countries in Asia. Practical implications Future cross‐culture management practices in China should follow several basic principles: be applicable, that is, build unique organizational culture that is embedded in the host country; be practical, since there is no well‐developed multinational culture in China, new culture should be concerned with both sides; be systematic, cross‐culture management practices should have supporting system; be equal, no single culture is better than another; cultural penetration, two different cultures have mutual impact; merit‐based appointment and promotion, use local personnel, not just talents from the home country. In Chinese settings, the most common cross‐cultural management interventions include: cross‐cultural training, cross‐cultural communication system and unified organizational culture. Originality/value This paper comprehensively reviews the research and practices on cross‐cultural management in China; identifies topics that have been studied in individual, group and organizational level. Implications on cross‐cultural selection, training are provided based research evidence

Business · China · Cross-cultural · Cultural diversity · Empirical research · Multinational corporation · Political science · Public relations · Sociology · Global and Cross-Cultural Management · International Student and Expatriate Challenges · Job Satisfaction and Organizational Behavior