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CHINESE VALUE SYSTEM AND MANAGERIAL BEHAVIOUR *
Author(s) -
Jou Jacob YihHeng,
Sung Kai
Publication year - 1990
Publication title -
international journal of psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.75
H-Index - 62
eISSN - 1464-066X
pISSN - 0020-7594
DOI - 10.1080/00207599008247916
Subject(s) - typology , normative , value (mathematics) , value systems , management styles , psychology , style (visual arts) , accounting , sociology , management , marketing , business , social science , economics , political science , mathematics , geography , statistics , anthropology , law , archaeology
This is a paper which reviews and discusses the implications of Chinese value systems for managerial behaviour in Taiwan. With a central assumption that managerial behaviour and styles are largely shaped by the values and normative systems of senior members of corporate management, a study of 43 industrial firms in Taiwan investigating their organisational structure and the managerial assumptions, values and other socio‐demographical features of their senior managers was conducted. The results of the research lead to the construction of a typology of four managerial patterns in Taiwan today, viz. the ‘grass‐roots’ type, the ‘Mainlander’ type, the ‘specialist’ type and the ‘transitional’ type. While the ‘transitional’ type is more or less by definition ‘transient’, a tendency is postulated by the authors for both the ‘grass‐roots’ and ‘Mainlander’ types to move gradually to converge with the ‘specialist’ type which will become increasingly widespread in Taiwan.