Cross-Cultural Management in China

Topics: Culture, China, Management Pages: 34 (11014 words) Published: February 15, 2011
The current issue and full text archive of this journal is available at www.emeraldinsight.com/1352-7606.htm

Cross-cultural management in China
Keyong Dong
School of Public Administration, Renmin University of China, Beijing, China, and

Cross-cultural management in China 223

Ying Liu
Institute of Organization and Human Resource, School of Public Administration, Renmin University of China, Beijing, China Abstract
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 crosscultural 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 crosscultural 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 crosscultural 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. Keywords Cross-cultural studies, Cross-cultural management, Research, China Paper type Research paper Cross Cultural Management: An International Journal Vol. 17 No. 3, 2010 pp. 223-243 # Emerald Group Publishing Limited 1352-7606 DOI 10.1108/13527601011068333

Introduction Globalization is changing behavior, team composition and team dynamics in the workplace. Businesses of all sizes are increasingly seeing the entirety of the world as a

CCM 17,3

224

source of business opportunities and one interconnected economy....
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