This paper analyzes the extent to which both traditional Chinese cultural values and Chinese psychology influence Chinese perceptions and approaches to conflict resolution and thus affect Chinese negotiating behaviour. An attempt is made to illustrate salient cultural values and orientations, and empirical data is used to identify Chinese conflict preferences. The extent to which both these cultural values and conflict preferences have shaped a distinctive Chinese negotiation style is then examined.

This paper outlines a model of leadership attuned to the cultural specificities of the Overseas Chinese (OSC) context. The model is developed in a contrastive mode to U.S. approaches to leadership which are depicted as being culturally bounded and non-transferable to the OSC situation. The model is extrapolated from the persisting cultural values and traditions still prevalent in OSC organizations and management style. The concept of headship is heuristically adopted to demarcate the underlying orientation towards legitimized influencing of followers by leaders and the structuring of relationships among the OSC. Chinese organizational 'heads' are seen to function on the basis of meeting the mutually reinforcing dual requirements for legitimized order and compliance achievement and the maintenance of social harmony. The cultural basis for meeting these requirements is examined in detail. The resulting 'leadership' orientation is depicted as 'paternalistic headship', the behavioural and attitudinal elements of which are explored. The arguments are situated in the context of a burgeoning interest in, and recognition of a distinctive OSC management and business orientation.

No abstract

Cet article examine la relation entre les styles de leadership, l’implication et la perception des cultures et subcultures organisationnelles. L’impact de la culture et du style de leadership sur l’implication a déjàété envisagé, mais on manque d’informations sur les relations que les différents types de culture et de styles de leadership entretiennent avec l’implication. L’article est centré sur la notion de subculture organisationnelle et la façon dont la perception de ces cultures rejaillit sur l’implication, la subculture étant une variable négligée dans la littérature sur l’implication. Cette question fut abordée dans une enquête portant sur 258 infirmières relevant de divers secteurs hospitaliers de l’agglomération de Sydney. Les résultats indiquent que la subculture organisationnelle perçue est forcement reliée à l’implication. On précise en outre la force du lien existant entre l’implication et les différents types de leadership et de subculture. Les subcultures innovantes et centrées sur les personnes bénéficient d’une relation nettement positive tandis que les subcultures bureaucratiques souffrent d’une relation négative. Pour ce qui est des styles de leadership, un style centré sur les relations présente un lien plus fort avec l’implication qu’un style centré sur la tâche. Une analyse de régression a permis d’étudier l’éventuel rôle médiateur de la subculture dans l’influence du leadership sur l’implication. Le leadership a des effets à la fois directs et indirects sur l’implication. On traite finalement des retombées sur la pratique et les recherches à venir. This paper investigates the relationship between perceptions of organisational culture, organisational subculture, leadership style, and commitment. The impact of culture and leadership style on commitment has been previously noted, but there is a lack of detail regarding how different types of culture and leadership styles relate to commitment. The paper particularly addresses the notion of organisational subcultures and how the perception of those cultures relates to commitment, subculture being a neglected variable in the commitment literature. These issues were addressed in a survey of 258 nurses drawn from a range of hospital settings and wards within the Sydney metropolitan region. Results indicate that perceived organisational subculture has a strong relationship with commitment. Furthermore, the results identify the relative strength of specific types of leadership style and specific types of subculture with commitment. Both innovative and supportive subcultures have a clear positive relationship, while bureaucratic subcultures have a negative relationship. In terms of leadership style, a consideration style had a stronger relationship with commitment than a structuring style. Regression analysis was used to investigate the possible role of subculture as a mediator for the influence of leadership on commitment. Both direct and indirect effects of leadership on commitment were found. Implications for practice and for further research are d...

Purpose -Submitted in the form of a manifesto, this article seeks to make a call to scholars in international management and business studies to embrace post-colonial theory and to allow it to provide an interrogation of the ontological, epistemological, methodological and institutional resources currently dominating the field. Design/methodology/approach -A manifesto approach is adopted in providing a series of deliberately provocative principles which it seeks to have the field adopt. Findings -The paper finds the field to be currently imprisoned within a limited and limiting paradigmatic and institutional location and offers the resources of post-colonial theory as a way to interrogate and reconfigure it.Research limitations/implications -The paper points to the limitations of the field and provides the grounds for a radical reconfiguration across all aspects of its knowledge production, dissemination and research practice. Practical implications -The paper offers practical steps which the field can take to reconfigure itself more appropriately in terms of its various research commitments and its institutional frame. Originality/value -This article offers an original assessment of the orthodoxy currently controlling and disciplining the field, presented in the relatively novel and challenging form of a manifesto.