Organizational changes in Chinese companies: a resource‐based view

Alas, Ruth; Sun, Wei

doi:10.1108/17506140710828514

Cited by 20 publications

(12 citation statements)

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“…The difference between Chinese and Estonian companies in crisis related to HR is due to institutional and cultural differences between these two countries. From institutional point of view, China is one party country with emphasis in collectivism (Alas and Sun, 2007). Under the institution, people make decisions primarily considering organizational requirements.…”

Section: Crisis Managementmentioning

confidence: 99%

“…Although there are a few studies of organizational change in Chinese organizations (Head, 2005;Alas and Sun, 2007;Sun and Alas, 2007a, b) and in Estonian enterprises (Alas and Vadi, 2006;Alas, 2007;Elenurm, 2007), there are no studies comparing crisis management in Chinese and Estonian companies. At the same time, the failure to manage crisis effectively leads to even more risk-laden eventualities for the organization and its stakeholders (Ulmer et al, 2007).…”

Section: Introductionmentioning

confidence: 99%

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The crisis management in Chinese and Estonian organizations

Alas

Gao

Vanhala³

2010

Chinese Management Studies

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Users who downloaded this article also downloaded: (2006),"Crisis management or crisis response system?: A complexity science approach to organizational crises", Management Decision, Vol. 44 Iss 7 pp. 892-907 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to discover and compare the implementation of crisis management in Chinese and Estonian companies and the strategies the managers have used to prevent or manage crises. Design/methodology/approach -An empirical study was conducted in two economies in transition: China and Estonia, in 2008. Interview data were collected from 102 Chinese companies and 67 Estonian companies. The data were analyzed applying content analysis. Findings -The results indicate that the managers of Chinese and Estonian organizations have identified different crises reflecting the politico-socio-economic situation of the countries. The most common type of crises in Chinese organizations is those related to economy, while in Estonian organizations, they are related to human resources. Estonian companies are better prepared for handling crises beforehand than Chinese companies. However, the majority of companies in both countries started reacting after a crisis had already come true. A triangular model of crisis management is presented.Research limitations/implications -The empirical study is tentative focusing on major differences and similarities in crisis management between two countries in transition. The differences are interpreted from societal-level development. More in-depth research in needed based on the results of this study. Originality/value -The transfer of market-economy practices often fails due to institutional and cultural tensions and conflict. The study of crisis management in Chinese and Estonian companies tries to increase understanding of the different routes of transition economies and its impact on management and, specifically, on crisis management. The crisis management model based on the study illustrates the interconnection between different elements of crisis management.

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Section: Crisis Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The crisis management in Chinese and Estonian organizations

Alas

Gao

Vanhala³

2010

Chinese Management Studies

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“…Deng [48] also emphasized that economic development must be at a high speed and stated that slow growth equals stagnation and even retrogression. Many Chinese managers today assumed that decisions in the business world are based on factors such as competitive development, rapid growth, profit making and grabbing opportunities, rather than professional management, as understood in the Western sense [49].…”

Section: Utilitarianismmentioning

confidence: 99%

The Mainland Chinese Managerial Behaviors and Assumptions since the Economic Reform: The Literature Review and Research Proposition

Wong¹,

Kong²

2014

OJBM

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China is a country that does not stand still. The nation has been on the move since the launch of her reform and opening-up policy in China some 30 years ago. From the infrastructural projects to the look of her people, there is no doubt that great change is taking place. Many entertain the hope that the change this time is for real: China will come out in this process a different country. Some even venture to propose that "China Model" has appeared as a challenge to "Washington Consensus". What about the world of Chinese managers? What changes of Chinese managerial styles did we find in these years? This study will attempt to answer these questions as it tries to ascertain the key driver of this managerial style-the managerial assumptions of the Chinese managers. This analysis will attempt to sketch a Chinese managerial style and propose a set of assumptions that could be shaping this style. The different sources of influence that have come to shape the Chinese managerial assumptions since China launched her economic reform in 1978 would be of particular interest in this adventure. Accordingly, several propositions of Chinese managerial assumptions will be suggested for future research.

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“…Employees were not involved in decision making or were involved as a form of manipulation (Alas et al, 2008). People were just informed what to do without being told why (Alas and Sun, 2007). Inertia, which came from the fact that employees did not know why the changes were necessary, created stress and caused a decrease in work motivation.…”

Section: The Reasons For the Resistancementioning

confidence: 99%

Resistance to change in Indian, Chinese and Estonian organizations

Pihlak

Alas

2012

Journal of Indian Business Research

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Purpose -The purpose of this paper is to examine how cultural differences influence change management in Indian, Chinese and Estonian organisations. The paper focuses mainly on the resistance to change and contributes to management research and management practices in multinational companies by improving the understanding of cultural influences on organisational change management. Design/methodology/approach -The authors interviewed 177 business consultants and managers in India, China and Estonia who had participated in change management projects. Both quantitative and qualitative methods were used to analyze the impact of national culture to change management. Findings -The cause of resistance was found to be mainly fear, in Indian and Estonian organisations, but in Chinese organizations it was the inertia. Increased stress was the most often experienced negative factor during change management projects in all three countries. Stress was caused mainly by leadership problems in India and by increased workload in Estonia. To overcome the resistance, communication was used in India and education together with communication both in Estonia and in China most often. Still, the content of these activities was different.Research limitations/implications -The interviewees had different relations to the organisations they described and the size of organizations was different. Practical implications -The paper's findings will help managers of multinational companies to understand the causes of resistance to change in different countries and plan the methods to overcome such resistance. Originality/value -Papers such as this, about the effect of culture on change management, are increasingly important due to rapid globalization.

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Organizational changes in Chinese companies: a resource‐based view

Cited by 20 publications

References 43 publications

The crisis management in Chinese and Estonian organizations

The crisis management in Chinese and Estonian organizations

The Mainland Chinese Managerial Behaviors and Assumptions since the Economic Reform: The Literature Review and Research Proposition

Resistance to change in Indian, Chinese and Estonian organizations

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