Cross-Cultural Management in China
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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
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