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Chinese women managers: A comparison with their U.S. and asian counterparts
Author(s) -
Hildebrandt Herbert W.,
Liu Jinyun
Publication year - 1988
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.3930270303
Subject(s) - china , ideology , government (linguistics) , politics , work (physics) , political science , selection (genetic algorithm) , business , public relations , economic growth , economics , engineering , mechanical engineering , philosophy , linguistics , artificial intelligence , computer science , law
Questionnaire and interview data were gathered on 150 People's Republic of China female managers who were contrasted with their counterparts in the U.S. and Southeast Asia. Chinese female managers have little job mobility, pursue careers appraised by the Party and influenced by central government planning, work the most hours per week, and recommend the political/ideology path as the fastest route to the top. They are comparatively less educated, progress under a patrilineal tradition, recommend business courses as a means of preparation for managerial responsibilities, and slowly are gaming opportunities in fob selection.