The Effect of Organizational Culture within the Banking Industry: A Comparative Analysis of the U.S and China
The Effect of Organizational Culture within the Banking Industry: A Comparative Analysis of the U.S and China
By Professor Deborah J. Pembleton and Yuexin Huang
College of St. Benedict/St. John’s University
Abstract: This paper exemplifies a comparative analysis of organizational culture within U.S and Chinese banks, and has a focus on the “hybrid” factor of Chinese organizational culture that was brought in by foreign management styles.
Keywords: Banking industry, Organizational Culture, “Hybrid” factor
Introduction: The purpose of this paper is to generate an extensive analysis of the effect of organizational culture within the banking industry and how the culture differs between the U.S and China. The basic knowledge is from HR and OB classes I’ve taken from my Professor Deborah Pembleton.
The beginning of this research paper will introduce the background of banking industry both within the U.S and China. For the Chinese banking industry, there are several ways to get useful information. Because I have had an internship this summer in the HR department of Bank of China, I should be able to give a general outlook of what banking is like in China. The following research will be utilizing mainly searching engines and data bases from Chinese sources. I will be selecting useful information and translate it into English for later use. I will also be trying to contact some colleagues I worked with in Bank of China to get their opinion for some of the questions of this research.
For the U.S part, I will be using the library sources to get information. CSBSJU alumni should also be able to do some favor for this project. I will try to arrange some interviews via Skype with professions within the U.S banking industry to get their opinions.
The main body of this paper will be focused on the effect of organization culture within the two banking industries because this is a project intended for HR and OB use. Organizational culture is a very important opponent
By Professor Deborah J. Pembleton and Yuexin Huang
College of St. Benedict/St. John’s University
Abstract: This paper exemplifies a comparative analysis of organizational culture within U.S and Chinese banks, and has a focus on the “hybrid” factor of Chinese organizational culture that was brought in by foreign management styles.
Keywords: Banking industry, Organizational Culture, “Hybrid” factor
Introduction: The purpose of this paper is to generate an extensive analysis of the effect of organizational culture within the banking industry and how the culture differs between the U.S and China. The basic knowledge is from HR and OB classes I’ve taken from my Professor Deborah Pembleton.
The beginning of this research paper will introduce the background of banking industry both within the U.S and China. For the Chinese banking industry, there are several ways to get useful information. Because I have had an internship this summer in the HR department of Bank of China, I should be able to give a general outlook of what banking is like in China. The following research will be utilizing mainly searching engines and data bases from Chinese sources. I will be selecting useful information and translate it into English for later use. I will also be trying to contact some colleagues I worked with in Bank of China to get their opinion for some of the questions of this research.
For the U.S part, I will be using the library sources to get information. CSBSJU alumni should also be able to do some favor for this project. I will try to arrange some interviews via Skype with professions within the U.S banking industry to get their opinions.
The main body of this paper will be focused on the effect of organization culture within the two banking industries because this is a project intended for HR and OB use. Organizational culture is a very important opponent
Cited: Nelson, D. L. (2013). Organizational Behavior. South-Western. Pembleton, D. J. (2011). Crossborder Management Education Alliances: Case Study of the Sasin Graduate Institute of Business Administration in Bangkok, Thailand (Doctoral dissertation, UNIVERSITY OF MINNESOTA). Yang, B. (2004). CULTURAL FORCES AND HUMAN RESOURCE MANAGEMENT IN CHINA. IACMR. Canfei, H., & Rong, F Lu, Q., & Dewhurst, J. (2007). Factors Influencing the Growth of Foreign Banks ' Branches in China. Journal of Contemporary China, 16(52), 517-534. doi: 10.1080/10670560701314487 Trivellas, P., Reklitis, P., & Konstantopoulos, N Xiaoyuan, L. (2012). Banking Reform in China: A Soft-belly under Political Obstacles? Conference Papers -- New England Political Science Association, 1-23. Yazici, H. J. (2011). Significance Of Organizational Culture In Perceived Project And Business Performance. Engineering Management Journal, 23(2), 20-29. Yeung, G. (2009). Hybrid property, path dependence, market segmentation and financial exclusion: the case of the banking industry in China. Transactions of the Institute of British Geographers, 34(2), 177-194. doi: 10.1111/j.1475-5661.2008.00332.x