Chinese Culture Organizational Behavior And International Business Management

Business scholars from Asia and the west explore the potential of what many believe is the ripest consumer market of the 21st century.

This book encompasses the latest thinking on management and organisations in China's transitional economy. It examines key topics in areas including the reform of state enterprises, management of international joint ventures, business networks and guanxi, and Chinese organizational behaviour.

ÔI was once approached by a colleague with the question, ÒYouÕre an expert on China, right?Ó My reply was, ÒNo, I donÕt think anyone is an expert on ChinaÓ. This book is essential study for those travelling in that direction.Õ Ð Romie Frederik Littrell, Journal of International Business This state-of-the-art Handbook encompasses theoretical and empirical research on Chinese organizational behavior over the last two decades of its renaissance, with prominent scholars providing critical reviews of empirical studies in Chinese societies on 14 important topics. This comprehensive Handbook explores limitations and challenges arising from attempts to develop indigenous theories and constructs applicable to Chinese social reality. Key contributors integrate the literature in their topic areas, providing directions for pushing forward the frontiers of research into a more culturally sensitive and powerful representation of Chinese organizational behavior. Areas examined include emotional intelligence, creativity and motivation, leadership, team conflicts, trust, power and business ethics. Experienced practitioner input is included. Scholars interested in research on international business and Chinese work behaviors and their effective management will find much of value in this compilation. Students of management, including organizational behavior, human resource management, strategic management, and international management will also find information and guidance that will prove invaluable as will practitioners who have business connections in China and other Chinese societies.

Culture and Business in Asia is an analytical, comparative guide to modern Asian business. Using in-depth interviews, it describes the links between culture and business in India, China (including Hong Kong), Japan, Taiwan and Singapore. Each chapter examines the influence of business culture on decision-making in the areas of ownership, finance, governance, organisation, management and strategy. Key benefits: - Gives a vivid view of how Asian business decision-makers experience the world of work - Includes a unique focus on India - Encourages critical thinking - Examines the relationship of social, political and economic cultures to business. - Provides a cultural platform for business in the profitable but competitive markets of Asia.

Current management books and manuals make a popular topic out of doing business in China, and they operate on the assumption that Chinese business culture strongly contrasts Western. However, evidence suggests that tensions between value and market and community and individual are part of every market-entering society, while only the reactions differ. This new book raises questions about the ways personal relations are dealt with in China, specifically relations between Chinese and Western partners. Social relationships carry considerable weight in Chinese culture, with special emphasis on the role of social connections and rules of conduct. The chapters of this book analyse and assess the methods for harmonising business relations across cultures.

Seminar paper from the year 2018 in the subject Business economics - Business Management, Corporate Governance, grade: 1,9, University of Cooperative Education Villingen-Schwenningen, language: English, abstract: In the following paper, important factors necessary to excel in international management with a clear focus on China will be discussed, while drawing a comparison to Germany. Throughout the examination, the way of approaching the Chinese market is described. Afterwards, culture is considered with relevant factors like power distance and the leader-follower relationship. Then, values are described with important topics like the decision making processes, meetings and negotiations and conflicts. Afterwards, key factors to success will be mentioned, including personal relationships and the feedback culture. Before drawing a conclusion, challenges likely to occur will be mentioned. Due to the increasing importance of globalization and the emergence of many competitors, management structures have become dramatically different in China. Behaviors, dynamics and team conformations change rapidly, requiring organizations to react respectively to stay competitive. Managers face the challenge to compromise different cultures within the workplace. Practical management techniques of one country cannot be easily adapted in another. They differ greatly depending on the culture. To what extent the organization benefits from a culturally diverse workforce is controversial. National values and culture are the biggest obstacle when it comes to achieving management excellence. It requires culture proficiency and responsiveness to meaningful differences in the working environment. But also other factors like the organization’s strategy, economic conditions or the labor market of the host country have an influence on how management practices should be applied. Thus, developing the ability to manage in a cross-cultural context is a prerequisite in doing business successfully in today’s world.

In today's increasingly diverse, multicultural business world, managers and employees alike need to transcend many borders (literally or figuratively) and grasp a wide variety of cultural nuances on a routine basis. Doing this well requires both a sophisticated understanding of cultural differences as well as a repertoire of skills and management tactics that can be brought to bear to build and maintain a competitive global workforce. International Organizational Behavior focuses on understanding and managing organizational behavior in an international context, providing both the conceptual framework needed for a transcendent understanding of culture along with plenty of practical advice for managing international challenges with organizational behavior.

Wei Yen explores how differences in world views between Eastern and Western thought and culture have on management and leadership behaviors. In The Geography of Thought Richard Nisbett showed how the thought and culture of the East is rooted in Chinese Confucian ideals while that of the West goes back to the early Greeks. In From Great Wall to Wall Street, Wei Yen explores how these differences impact today’s leadership and management practices. He delves deeply into the two cultures and their philosophical roots, and explains why there can exist significant misunderstandings between the two camps. Yen was born in China, raised in Hong Kong, educated both there and in the US and then spent half his working life in the US and half in Asia. From his vantage point, straddling both cultures he compares and contrasts the pragmatic, wholistic Chinese (or Asian) management style with the rational and analytical Western management style. He shows their pros and cons, the areas where they differ and situations where one may be more successful than the other. Yen argues that understanding traditional Chinese culture, and how it affects management behaviors and current events, can help decision makers make better decisions in business, finance and politics. He further combines culture with credit analysis to argue that it is unlikely that China will suffer a financial collapse despite a slowing economy and high debt levels. Equally, he shows how that same philosophical traditions also lie behind China’s inability to innovate or project the “soft power” that the West’s globally successful popular culture has achieved. How can the West take advantage of China’s epic rise to strike win-win outcomes? How can the Chinese be more integrated into the global community and become a better global citizen in the future? How can policy makers make more realistic policies? None of these can be accomplished without first understanding where each other is coming from.