Comparative management practices and training
Tóm tắt
This article seeks to highlight the realities, myths and polarisation of western and Chinese management styles. The article establishes the need to develop an understanding of the underpinning culture and traditions which differentiate management styles. The article provides personal examples of the authors’ experience in straddling the cultural boundary of West and East. The article further advocates a model for establishing the training needs of western and Chinese managers in preparing them to deal with China’s entry into the World Trade Organisation. Internal disparity in China and Europe is briefly highlighted and the article suggests the need to focus on the potential for comparison in cross‐cultural negotiations and management. The article proposes a guiding principals model, which has been developed using three dimensions: “sense of belonging”, “culture and religion” and “management analysis and language”.
Từ khóa
Tài liệu tham khảo
Bond, M. (1987), “Chinese culture connection – Chinese values and the search for culture‐free dimensions of culture”, Journal of Cross‐cultural Psychology, Vol. 18 No. 2, pp. 143‐64.
Drucker, P.F. (1967), “The effective decision”, Harvard Business Review, Vol. 45, January‐February, pp. 92‐8.
Fan, Y. (2000), “A classification of Chinese culture”, Cross‐cultural Management – An International Journal, Vol. 7 No. 2, pp. 3‐10.
Floyd, D. (1999), “Eastern and western management practices: myth or reality?”, Management Decision, Vol. 37 No. 8, pp. 628‐32.
Fukuyama, F. (1995), Trust: The Social Virtues and the Creation of Prosperity, Hamish Hamilton, London.
Hampden‐Turner, C. and Trompenaars, F. (1994), Seven Cultures of Capitalism, Piatkus, London.
Hofstede, G. (1984), Cultures’ Consequences: International Differences in Work Related Values, Sage Publications, Beverly Hills, CA.
Hofstede, G. (1991), Cultures and Organisations, McGraw‐Hill, London.
Kroeber, A.L. and Kluckhohn, C. (1952), “Culture: a critical review of concepts and definitions”, Papers of the Peabody Museum of American Archaeology, Vol. 47 No. 1.
Li, C. (2000), “‘Credentialism’ versus ‘entrepreneurism’: interplay and tensions between technocrats and entrepreneurs in the reform era”, in Bun, C.K. (Ed.), Chinese Business Networks, Prentice‐Hall, Singapore, pp. 86‐111.
Li, J., Khatri, N. and Lam, K. (1999), “Changing strategic postures of overseas Chinese firms in emerging Asian markets”, Management Decision, Vol. 37 No. 5, pp. 445‐57.
Marx, E. (1999), Breaking Through Culture Shock: What You Need to Succeed in International Business, Nicholas Brealey, London.
Morden, A.R. (1995), “International culture and management”, Management Decision, Vol. 33 No. 2, pp. 16‐21.
Morden, A.R. (1996), Principles of Management, McGraw‐Hill, London.
Morden, A.R. (1999), “Models of national culture – a management review”, Cross Cultural Management, Vol. 6 No. 1, pp. 19‐44.
Popper, K.R. (1972), Conjectures and Refutations, Routledge and Kegan Paul, London, p. 35.
Schein, E.H. (1985), Organisational Culture and Leadership, Jossey‐Bass, San Francisco, CA.
Schneider, S.C. and Barsoux, J.‐L. (1997), Managing across Cultures, Prentice‐Hall Europe, London.
Segalla, M., Fischer, L. and Sandner, K. (2000), “Making cross‐cultural research relevant to European corporate integration: old problem – new approach”, European Management Journal, Vol. 18 No. 1, pp. 38‐50.
Taylor, E. (1881), Origins of Culture, Harper & Row, New York, NY.
Van Maanen, J. and Schein, E.H. (1979), “Towards a theory of organizational socialization”, in Staw, B. (Ed.), Research in Organizational Behavior, Vol. 1, JAI Press, San Francisco, CA, pp. 209‐64.
Weick, K.E. (1985), “The significance of corporate culture”, in Frost, P., Moore, L.F., Louis, M.R., Lundberg, C.C. and Martin, J. (Eds), Organizational Culture, Sage, Beverly Hills, CA, pp. 381‐90.
Yoshimura, N. and Anderson, P. (1997), Inside the Kaisha, Harvard Business School Press, Boston, MA.