Principles of Chinese Management

2021 ◽  
Author(s):  
Haibo Hu
Keyword(s):  
Chinese Management

scholarly journals Learning from Chinese Management

2021 ◽  
Vol 31 (4) ◽  
pp. 70-84
Author(s):  
Florin Lucian Isac ◽  
Eugen Florin Remeș
Keyword(s):  
Cultural Values ◽  
Management Model ◽  
Business Practices ◽  
Chinese Management ◽  
Points Of Interest ◽  
Leading Position

Abstract China is one of the fastest-growing economies and has gained a leading position in terms of production or exports. China’s managerial and business practices are influenced by its traditional cultural values. The article investigates, along with the influences of these values on management, the points of interest of the Chinese management model for other cultures.

scholarly journals An Introduction and Analysis of Zeng Shiqiang’s Management Thinking: A Balanced View on Promotion

2021 ◽  
Vol 14 ◽  
pp. 80-85
Author(s):  
Yanqing Guo ◽  
Rongtao Zhang ◽  
Guoqing Li
Keyword(s):  
Chinese Culture ◽  
Chinese Management ◽  
Long Period ◽  
Management Thinking

Chinese style management is considered to be a kind of a culture which has gained its popularity influenced by Chinese culture and custom with a long period of time. The Chinese style promotion is considered to be one of the important factors in Chinese style management. This paper is to introduce and analyze Professor Zeng Shiqiang’s Chinese management thinking on the promotion, and the corresponding strategies both for the managing leader and the subordinate on how to succeed in it.

“It’s the context all the way down!”

2015 ◽  
Vol 6 (1) ◽  
pp. 2-13 ◽  
Author(s):  
Greg G. Wang ◽  
David Lamond ◽  
Verner Worm
Keyword(s):  
Institutional Theory ◽  
Theoretical Perspective ◽  
Theory Development ◽  
Chinese History ◽  
Content Type ◽  
Cultural Traditions ◽  
Chinese Management ◽  
Societal Culture ◽  
Institutional Forces ◽  
Institutional Contexts

Purpose – This paper aims to emphasize the importance of Chinese institutional contexts beyond “culture” by analyzing a few non-cultural institution-dependent contexts in Chinese HRM research, using an institutional theory perspective. Design/methodology/approach – The authors review existing Chinese indigenous management research from an institutional theoretical perspective and provide a critique of the research from that perspective. Findings – Chinese contexts are more than Confucianism. Focusing on this aspect of culture without integrating other institutional contexts, while informative, is unlikely to identify and explain the uniqueness of Chinese individual and organizational behaviors. Informed by institutional theory, the authors examine how institutional language context influences Chinese institutional behavior. The authors also argue that the guanxi phenomenon is more strongly dependent on institutional forces than on culture in the recent Chinese history. Incorporating these “non-cultural” institutional contexts in research enables us to describe the “what” and explore the “why” and “how” in theory development, rather than placing value judgments on the institutional arrangements. Research limitations/implications – While societal culture provides an important institutional context, China’s broad culture is not unique among countries with similar Confucian traditions. Chinese management scholars are encouraged to be mindful of pervasive institutional contexts in exploring and theorizing local organizational phenomena. Research without considering non-cultural institutional contexts may prevent a finer-grained understanding of Chinese organizational phenomena for developing Chinese management theory, and it is unlikely to identify the uniqueness of Chinese organizational phenomena among countries influenced by similar Confucian cultural traditions. Originality/value – Built on previous literature, this paper is among the first to specify and examine explicitly non-Confucian Chinese institutional contexts as a basis for the exploration of Chinese organizational phenomena.

Entangled in Lawsuits

2019 ◽  
pp. 132-156
Author(s):  
Miriam Driessen
Keyword(s):  
Economic Growth ◽  
Foreign Investment ◽  
State Courts ◽  
Principal Role ◽  
Chinese Management ◽  
Employment Conditions ◽  
Student Interns ◽  
Law Student ◽  
Professional Writers ◽  
Chinese Managers

In the courtroom, Ethiopian workers have proved even more successful in challenging Chinese management and the power hierarchies that lend them authority. To the consternation of their Chinese employers, the damages awarded to Ethiopian laborers in the courts keep rising. The wereda courts, the lowest-level state courts in Ethiopia, have come to play a principal role in negotiating the employment conditions of Ethiopian laborers. Judges make Ethiopian workers aware of their rights and remind Chinese employers of their obligations regarding contractual procedures, wage levels, and recruitment and dismissal practices. Together with professional writers and law student interns, the wereda courts enhance the leverage of the Ethiopian workforce over Chinese managers. Lost legal battles frustrate the managers; the unconditional support of the authorities for the local workforce goes against their idea of the local state’s role as bolstering economic growth by supporting foreign investment.

“Confucian management” or a confused and epistemologically questionable view on Chinese management?

2017 ◽  
Vol 6 (3) ◽  
pp. 146-158
Author(s):  
Anthony Friend
Keyword(s):  
Chinese Philosophy ◽  
Participant Observation ◽  
Research Data ◽  
Structured Interviews ◽  
Common View ◽  
Content Type ◽  
Chinese Management ◽  
Us Economy ◽  
Cultural Framework ◽  
The Rich

Purpose In the wake of the ongoing financial crisis, US managerialism has been denounced as a professional caste that has slowly served to erode the competitiveness of the US economy. In light of this, there is an increasing search for possible alternatives to US managerialism, with some authorities putting forward that one enviable alternative is “Confucian management”, which they claim is a means of organising in Chinese institutions that gets things done by pulling on the rich heritage of Ancient Chinese philosophy. The purpose of this paper is to interrogate “Confucian management”. Design/methodology/approach This paper questions the common view of “Confucian management” through an ethnography of Baiyun University (a pseudonym) in South China, where the author worked as a “foreign” English lecturer for one academic year, and in order to do this the author draws on participant-observation and semi-structured interviews. Ethnography has long been associated with colonialism and has more recently been connected with post-colonialism, so in an attempt to decolonise the methodology, the author analyses the generated research data through a Chinese sensitive cultural framework. Findings This paper argues that “Confucian management” offers a confused and epistemologically questionable view on Chinese management. It points to some of the limitations of management and organisation studies brought about by claims being made without sufficient empirical evidence. Research limitations/implications The focus is on “Confucian management” at Baiyun University so findings are specific to this empirical research site. It is also acknowledged that universities have a divergent form of management to other institutions. The paper’s intent is ideographic rather than nomothetic; therefore, no claims to generalisation are made. Originality/value The paper makes three substantive contributions. First, the empirical contribution is an ethnographic description of “Confucian management” at Baiyun University. Second, the methodological contribution attempts to decolonise methodology by analysing the generated research data through a Chinese sensitive cultural framework. Third, the epistemological contribution queries to what extent “Confucian management” as an idea that is enunciated from the Global North is able to effectively speak about a practice that is supposedly performed in the Global South.

Commentary on ‘Opportunities and Challenges of Engaged Indigenous Scholarship’ (Van de Ven, Meyer, & Jing, 2018)

2018 ◽  
Vol 14 (3) ◽  
pp. 463-466 ◽  
Author(s):  
Anne S. Tsui
Keyword(s):  
Research Design ◽  
Research Question ◽  
Primary Factor ◽  
Local Context ◽  
Indigenous Research ◽  
Chinese Firms ◽  
Research Project ◽  
Chinese Management

The mission ofManagement and Organization Review, founded in 2005, is to publish research about Chinese management and organizations, foreign organizations operating in China, or Chinese firms operating globally. The aspiration is to develop knowledge that is unique to China as well as universal knowledge that may transcend China. Articulated in the first editorial published in the inaugural issue of MOR (2005) and further elaborated in a second editorial (Tsui, 2006), the question of contextualization is framed, discussing the role of context in the choices of the research question, theory, measurement, and research design. The idea of ‘engaged indigenous research’ by Van de Ven, Meyer, and Jing (2018) describes the highest level of contextualization, with the local context serving as the primary factor guiding all the decisions of a research project. Tsui (2007: 1353) refers to it as ‘deep contextualization’.

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