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Chinese executives in foreign‐owned enterprises: managing in two cultures
Author(s) -
Kong SiewHuat,
Gao BoYang
Publication year - 2009
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/jsc.841
Subject(s) - business , china , organizational change , ethnography , organizational culture , marketing , knowledge management , management , public relations , sociology , political science , economics , computer science , anthropology , law
This paper looks at the roles of Chinese managers in organizational change in foreign‐owned enterprises in China. A multi‐case study approach was deployed with an in‐depth, semi‐structured ethnographic interview technique. The study uncovered three categories of managers insofar as their roles in organizational change are concerned: (1) an agent of change, (2) a follower of change, and (3) an anti‐change agent. This study further identified six factors that determine the kind of role this group of Chinese managers is likely to choose.Copyright © 2009 John Wiley & Sons, Ltd.