Corporate Culture in State-Owned Enterprises: An Inductive Analysis of Dimensions and Influences

Xin, Katherine; Tsui, Anne S.; Wang, Hui; Zhang, Zhixue; Chen, Weizheng

doi:10.1007/978-1-4615-1095-6_17

Cited by 25 publications

(35 citation statements)

References 14 publications

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“…Our study employed an inductive approach to identify CSR dimensions. The following classical procedure was undertaken based on the research approach of content analysis (Bardin, 1993;Neuendorf, 2001), case study (Eisenhardt, 1989), and we followed the same procedure of data collection and coding process as that in the Xin et al (2002) and Tsui et al (2006) study. In this study, we collected sample responses from interviewees and incorporated them into corresponding categories through content analysis.…”

Section: Overviewmentioning

confidence: 99%

“…Data were coded to facilitate classification of qualitative data per category or subject with reference to the research templates of Xin et al (2002) and Tsui et al (2006) and as per the following classical procedure of Bardin (1993) and Neuendorf (2001). Specifically, we used a four-step approach for qualitative data analysis:…”

Section: Data Coding and Category Identificationmentioning

confidence: 99%

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Indigenous Characteristics of Chinese Corporate Social Responsibility Conceptual Paradigm

Rui-xia

2009

J Bus Ethics

162

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Section: Overviewmentioning

confidence: 99%

Section: Data Coding and Category Identificationmentioning

confidence: 99%

Indigenous Characteristics of Chinese Corporate Social Responsibility Conceptual Paradigm

Rui-xia

2009

J Bus Ethics

162

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“…The second level of indigenization is exactly what Farh et al (1997), and also several other studies familiar to me, did. They include the concept of organizational culture by Xin and her colleagues (2002), the concept of leadership style (Tsui, Wang, Xin, Zhang, and Fu, 2004), and the concept of employment relationship in the dissertation research by Wang (with Tsui, Zhang, and Ma, 2003). In each case, the process began with presenting a construct and its current definition to the Chinese respondents.…”

Section: Contextualization In Measurement – From ‘Translation’ To ‘Inmentioning

confidence: 99%

Contextualization in Chinese Management Research

2006

Manag. Organ. Rev.

288

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The reason is simple. Organizations or units within them are open systems, and that the context is a major source of influence must not be ignored or dismissed as scholars attempt to understand and explain the actions or behaviour of any unit. This seems obvious. Both scholars and managers know the importance of carefully managing the organization-environment linkage. However, the idea of contextualization goes beyond how a unit reacts to or interacts with its context. The manager of a US plant in China sees 'China' as the context, which she or he has to understand, navigate, and negotiate with. China is 'out there' while his or her firm is 'in here'. The manager, in other words, needs to either separate the company from outside influence or exploit and co-opt them for her company's benefits. This is not what I mean by contextualization. Contextualization means more than talking about environmental opportunities and constraints that managers either exploit or are victimized by. Rather than seeing the firm as one entity and the context or environment as 'out there', we see the context and contextualization as much more. So, what is the 'much more'? I cannot provide an exhaustive discussion of the meaning of the term 'context' but will offer a few illustrative examples. For example, at the individual level it is cognitions (sense-making, heuristics, thought processes, linguistic habits, attributions, etc.). At the institutional level it is the way role relations are organized. Friedland and Alford (1991) argue that there are different logics (material practices and symbolic constructions) that are particular to different domains or institutional sectors (the state, economy, family, education, science, etc.). At die larger societal level we have values and beliefs that are created, interpreted, and reproduced through the governments, mass media, religions, and educational systems. Lasdy, there is serendipity, for example, accidents, scandals,

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“…By contrast, standardization was rarely mentioned by respondents from POEs. They then compared the results with those by Xin et al (2002)'s study on the organizational culture of SOEs and found that standardization was not included in the value dimensions list of SOE managers, neither. In the authors' view, this finding implies that, compared with their counterparts of FCBs, managers of SOEs and POEs lack the notion of standardization such as work procedures and rules and regulations, demonstrating weakness on the Bureaucratic Hierarchy culture.…”

Section: A Review On Ralston Et Al (2006)'s Researchmentioning

confidence: 99%

Bureaucratic Hierarchy vs. Feudal Hierarchy: A Study on the Organizational Culture of China’s SOEs

Yu¹,

Wu²

2011

IJBM

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Bureaucratic Hierarchy and Feudal Hierarchy are two confusing concepts in organization literature, especially in the study of the organizational culture of enterprises in China. This article clarifies the two concepts in the first place. Ralston et al. (2006) and Tsui et al. (2006) suggested that the dominant organizational culture of China's state-owned enterprises (SOEs) was Bureaucratic Hierarchy, consistent with Quinn and Cameron (1983)'s "life cycles -criteria of effectiveness model". However, according to Boisot and Child (1996)'s "Chinese and Western paths to modernization" model, China's SOEs are dominated by Feudal Hierarchy culture. This article proposes that the dominant organizational culture of SOEs remains to be Feudal Hierarchy, and then critically examines the literature to support this proposition. Finally, it points to key obstacles in the codification/modernization process of China.

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Corporate Culture in State-Owned Enterprises: An Inductive Analysis of Dimensions and Influences

Cited by 25 publications

References 14 publications

Indigenous Characteristics of Chinese Corporate Social Responsibility Conceptual Paradigm

Indigenous Characteristics of Chinese Corporate Social Responsibility Conceptual Paradigm

Contextualization in Chinese Management Research

Bureaucratic Hierarchy vs. Feudal Hierarchy: A Study on the Organizational Culture of China’s SOEs

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