Chinese management practices in Kenya: toward a post-colonial critique

Abstract

While transforming the investment, trading and infrastructural landscape in Africa, Chinese firms are also generating much-publicised controversy about their real motives. Many of the large Chinese firms operating in Africa focus mostly but not exclusively on engineering, infrastructural projects and mining. This Africa-China engagement has only recently begun to receive critical attention in the area of management and organisation studies. With reference to Kenya, we found that this phenomenon is characterised by four key themes: the unique yet diverse motivations of investors, the challenge of reconciling cross-cultural differences, the impact of low-cost strategies, and the boundary-spanning role of managers. This paper also considers the extent to which post-colonial theory might serve as an analytical lens for examining the perceptions and attitudes of Chinese managers as well as the experiences of the Africans who work for them.

Relevant knowledge and recipient ownership: Chinese MNCS’ knowledge transfer in Africa

“…While the potential host-country benefits of Chinese-financed and implemented projects has been recognised (Foster, 2009), concern has been expressed over what knowledge has been transferred and its potential impact (Kamoche & Siebers, 2015;Banks et al, 2013). A cluster of African countries including Sudan, Kenya, Ethiopia, Tanzania, Nigeria and Angola have experienced average annual GDP growth rates of 5 to 10 per cent since 2000, an expansion that has been promoted by, and is generating more demand for, infrastructure development (UNCTAD, 2015).…”

The dynamics of managing people in the diverse cultural and institutional context of Africa

“…On the other hand, in a recent study, Kamoche and Siebers (2014 ) found that Chinese managers believed that low-skilled African workers exhibited different work attitudes, and faced barriers to learning and adapting to Chinese work practices, which may be attributable to cultural differences. For these Chinese managers, African workers have a more relaxed attitude which contrasts with that of Chinese workers whose values are said to derive from a diligencerooted culture (also see Graham and Lam, 2003).…”

“…As a consequence, senior positions in Chinese firms are mostly held by Chinese nationals (see Kamoche and Siebers, 2014), who seek to introduce Chinese work practices and cultural values into the African workplace. In this regard, it is important to gain a better 8 understanding of how hybrid practices, involving the cultures and values of Africa, China and the West, may lead to a transformation of management practices in African countries.…”

“…Jackson, 2012;Kamoche and Siebers, 2014). For example, the media has reported on incidents of violence towards miners, construction and factory workers in countries such as Zambia, Mozambique and Nigeria.…”

“…Other reports suggest that Chinese firms are making a genuine effort to engage with Africa meaningfully while concerns remain about cross-cultural differences (Kamoche and Siebers, 2014). Following decades of research on the impact of western multinational firms in Africa, attention must now turn to this new Africa-Asia nexus.…”