Chinese executives in foreign‐owned enterprises: managing in two cultures | Zendy

Kong SiewHuat | Zendy; Gao BoYang | Zendy

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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.

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