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Managing strategic change in China: the human resource paradigm
Author(s) -
Sweeney Eamonn
Publication year - 1996
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/(sici)1099-1697(199611)5:6<331::aid-jsc270>3.0.co;2-4
Subject(s) - expatriate , business , china , process (computing) , human resource management , indigenous , empirical research , competitive advantage , marketing , change management (itsm) , resource (disambiguation) , process management , public relations , knowledge management , management , political science , economics , philosophy , epistemology , lean manufacturing , computer science , law , biology , operating system , ecology , computer network
This article presents the results of an empirical research project conducted in the People's Republic of China over a 3‐year period, the primary focus of which was to examine the process of management in international joint ventures. The initial findings indicate: that a major conflict exists between the Confucian management philosophy and the imported Western model; the development of competitive advantage requires indigenous and expatriate managers to develop an active awareness and understanding of their respective national and organizational cultures; managers should proactively differentiate between personnel on the basis of their willingness and ability to cooperate with the change process; managers should seek to develop an understanding of the skill profile of the personnel; this overall understanding should be applied to the way in which people are managed through the strategic change process or the way in which the strategic change process is managed through people.