Chinese cultural values and the Asian meltdown

Abstract

Despite the continuing interest in a concern for relationships between culture, management values and economic activity, there is a lack of empirical evidence about these relationships during the unprecedented economic transformations in Asian nations in the 1990s. This study evaluated variations in values that tapped concerns fundamental to the Chinese world view during the period of the Asian financial crisis of 1997. Data were provided by ethnic Chinese managers from Hong Kong, Malaysia and Singapore prior to and after the meltdown. The study findings demonstrate a number of the values changed significantly, which questions assumptions of the longevity of these values, which were identified in earlier periods of relative economic stability. These findings suggest the emergence of distinct managerial styles in each country, rather than the continuance of more common “Asian” or a Chinese way of doing business.

An Empirical Investigation of Culture and Guanxi Actions between China and Japan

“…The findings and implications were concluded as follows: First, the culture comparison among Chinese in China, Chinese in Japan and Japanese indicated that there is significant difference among three groups on culture dimensions, as well as, the culture dimensions between two Chinese groups don't have significant differences, but both of them have significant differences with Japanese. The result confirms that although the environment will influence culture and globalization has been radically taking place all over the world, each national culture still owns its uniqueness for its particular core value [6], and the core value of culture would be relatively stable even in the face of substantial change and turbulence [9].…”

“…Some researchers pointed out culture are relatively stable even in the face of substantial change and turbulence [9], while, other researchers indicated culture may transcend national borders, compared with the cultural effects, the national effect is more influential [10]. Since there is little empirical work to investigate the culture difference between Chinese people at home and abroad, thus, this research is not only to demonstrate the cultural diversity between Chinese and Japanese, but also discuss the relationship between Chinese in China and Chinese in Japan.…”

Exploratory Study on the Relationship between Entrepreneurial Attitude and Firm’s Performance

“…Objective or actual firm performance was not measured; instead, items on perceived performance were included in the scale. Perceived performance yields more merits as most owners of small and medium enterprises (SMEs) are reluctant to reveal their actual performance (Ward, Pearson & Entrekin, 2002). Perceived performance is able to provide the researcher a full picture of the firm's performance as in the case of actual performance (Delaney & Huselid, 1996).…”

The effects of BSC and organizational culture towards employees’ attitude in Malaysian government-link company (GLC)

“…A research is conducted as a quantitative research due to the application of a more quantitative design for well-known subjects (Ward et al, 2002). Furthermore the research was conducted in a natural environment of the organization thus the interference could be minimized by the researcher.…”