Developing international organizational change theory using cases from China

Bibliographic Data

ID9889130
AuthorsPaul S Hempel (0000-0003-4802-4645, City University of Hong Kong, corresponding author), Maris G Martinsons (0000-0001-9112-2676, City University of Hong Kong, Director of the Pacific Rim Institute for the Studies of Management)
Year2009
Volume62
Issue4
Pages459-499
Publication date2009-04-01
Open AccessYes
TypeARTICLE
VenueHuman Relations (JOURNAL)
Journal identifiersISSN: 0018-7267 • E-ISSN: 1741-282X
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/0018726708101980
OpenAlexW2113599391
LanguageEN
Citations received2
References cited66

This article contributes to international theory development by examining organizational change (OC) in mainland China. Eight case studies of a single type of OC, business process re-engineering (BPR), reveal that Chinese organizations diverged consistently from initially planned changes. Change context is found to influence not only the process of change, but also the content and even the objectives of change. Since specific practices carry implicit values, the congruence with existing values influences OC implementation significantly. Multinational organizations must recognize that a specific practice or policy can represent very different changes in different contexts

Business · Business process reengineering · China · Congruence (geometry · Context (archaeology · Economics · International business · Mainland China · Management · Multinational corporation · Organizational change · Planned change · Political science · Process (computing · Public relations · Business Process Modeling and Analysis · Computer Science · Innovation and Knowledge Management · Marketing · Outsourcing and Supply Chain Management · Psychology · Social Psychology

Tools

Open DOISci-Hub