A Chinese MBA? the problem of technology transfer

Chambers, Edward J.; Cullen, Dallas; Hoskins, Colin

doi:10.1016/0738-0593(89)90029-1

Cited by 4 publications

(4 citation statements)

References 10 publications

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“…As a result, a new breed of integrative management programmes was established through joint programmes with various international partners, including the European Economic Community, the United States, Canada, Japan, Hong Kong and other nations. These emerging programmes attempt to adapt management curricula of the industrialized nations to the training of broad skills of modem management in the PRC (Chambers et al, 1989;Limerick et al, 1985;Warner, 1987). This newer type of integrative management programme recently developed in the PRC was excluded from this study because the curriculum focus varies substantially among different institutes (Warner, 1990(Warner, , 1992, and their effects can not yet be assessed empirically.…”

Section: Disciplinary Composition Among the Prc Managers With Tertiarmentioning

confidence: 98%

“…Specialist managers also lack exposure to the workers. Typically in the PRC, high school graduates are admitted directly to universities and are required to live in campus residence formatted similar to a boarding school while attending universities (Chambers et al, 1989). After graduating from tertiary institutes, these young professionals assigned to enterprises usually enter various specialized departments, with little opportunity of working closely with people of different educational backgrounds before being promoted to managerial positions.…”

Section: Empathetic Attitude Towards Employeesmentioning

confidence: 99%

“…The curricula of these programmes emphasize sector-specific technology and focus on production and operations management, and systems engineering (Battat, 1986;Chambers et al, 1989).…”

Section: Disciplinary Composition Among the Prc Managers With Tertiarmentioning

confidence: 99%

See 2 more Smart Citations

Red cadres and specialists as modern managers: an empirical assessment of managerial competencies in China

1994

The International Journal of Human Resource Management

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It was suggested that the Chinese managers' backgrounds affect the characteristics of their knowledge and skills, values and attitudes, and personal connections, which, in turn, influence their competencies in fulfilling various aspects of the required managerial responsibilities. Hypothesized positive effects of tertiary training on related dimensions of managerial competencies were not fully supported. The 'red cadres' who lacked tertiary training reported superior capabilities in managerial tasks requiring empathy towards employees and ideological identity with the government as predicted. However, the upward and lateral connections supposedly enjoyed by the red cadres did not appear to result in managerial advantages.

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Section: Disciplinary Composition Among the Prc Managers With Tertiarmentioning

confidence: 98%

Section: Empathetic Attitude Towards Employeesmentioning

confidence: 99%

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Red cadres and specialists as modern managers: an empirical assessment of managerial competencies in China

1994

The International Journal of Human Resource Management

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“…Though Chinese universities offer MBAs, many managers, particularly those working for joint venture companies, see a Western MBA as a fast track to Western management knowledge and practice. MBAs delivered by Western academics and practitioners are therefore particularly popular (Chambers et al, 1989;Newell, 1999).…”

Section: Anglo-chinese He Collaborationmentioning

confidence: 99%

Transferring Management Knowledge in Anglo–Chinese Higher Education Collaboration

Ringwald¹

2008

Industry and Higher Education

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Since the initiation of China's ‘Open Door Policy’ in the late 1970s, the People's Republic of China has been considered a lucrative location for higher education partnerships, and many UK institutions have established collaborative relationships with universities in China. This paper considers the transfer of management knowledge that enables partnerships to function and thrive. In particular, it considers Chinese and UK perceptions of relationships and asks whether the conditions exist for knowledge transfer to be effective. Qualitative research was undertaken in China, Hong Kong and the UK to establish attitudes to interpersonal and interorganizational relationships. The study concludes that knowledge will be most effectively transferred where trust and social capital have been developed and where communication is open and unambiguous. However, the research indicates that there are certain cultural barriers to be overcome before the right conditions for effective knowledge transfer can be developed.

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Comparative and International Education Bibliography (1989)

Epstein¹

1990

Comparative Education Review

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A Chinese MBA? the problem of technology transfer

Cited by 4 publications

References 10 publications

Red cadres and specialists as modern managers: an empirical assessment of managerial competencies in China

Red cadres and specialists as modern managers: an empirical assessment of managerial competencies in China

Transferring Management Knowledge in Anglo–Chinese Higher Education Collaboration

Comparative and International Education Bibliography (1989)

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