Pre-post Tiananmen square: Changing values of Chinese managers

Ralston, David A.; Gustafson, David J.; Terpstra, Robert H.; Holt, David H.

doi:10.1007/bf01733968

Cited by 68 publications

(47 citation statements)

References 36 publications

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“…Consistent with previous research into China's new generation of managers (Ralston et al, 1995(Ralston et al, , 1999, elements of this study suggested that Chinese managers tended to maintain a relatively high level of traditional Confucian values, as well as collectivistic tendencies. However, when compared with the previous generation of Chinese managers, they had a higher individualistic tendency and acted independently.…”

Section: Discussionsupporting

confidence: 75%

“…However, when compared with the previous generation of Chinese managers, they had a higher individualistic tendency and acted independently. Secondly, as Ralston et al (1995) had suggested, these managers placed greater reliance on informal means of infl uence rather than on formal authority and legal mandate. They appeared open to new methods and processes, and largely embraced organizational changes.…”

Section: Discussionmentioning

confidence: 99%

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Chinese executives in foreign‐owned enterprises: managing in two cultures

Kong

Gao

2009

Strategic Change

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᭹ This paper looks at the roles of Chinese managers in organizational change in foreignowned enterprises in China. ᭹ A multi-case study approach was deployed with an in-depth, semi-structured ethnographic interview technique. ᭹ The study uncovered three categories of managers insofar as their roles in organizational change are concerned: (1) an agent of change, (2) a follower of change, and (3) an anti-change agent. ᭹ This study further identifi ed six factors that determine the kind of role this group of Chinese managers is likely to choose.

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Section: Discussionsupporting

confidence: 75%

Section: Discussionmentioning

confidence: 99%

Chinese executives in foreign‐owned enterprises: managing in two cultures

Kong

Gao

2009

Strategic Change

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“…National culture differences versus corporate culture differences Prior studies have found changes in the national culture orientation of Chinese managers due to the transition processes (Child, 1994;Ralston, Gustafson, Terpstra, & Holt, 1995), nevertheless, some of the most important traditional attitudes, beliefs and values persist, and are not likely to be replaced (Redding, 1990). In line with this view, traditional Chinese culture, especially Confucianism and familism, has experienced a revival along with economic liberalisation (Xing, 1995), and collectivistic values remain dominant in China (Ralston, Yu, Wang, Terpstra, Gustafson, & Wei, 1996).…”

mentioning

confidence: 99%

National and corporate culture differences in international strategic alliances: Perceptions of Chinese partners

Dong

Glaister

2007

Asia Pacific J Manage

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We consider the effect of national culture and corporate culture differences on the management of international strategic alliances (ISAs). Findings are based on the perceptions of a relatively large sample of Chinese partner firms in ISAs with foreign partners. We find that differences in national culture and corporate culture have contributed to a similar extent to differing views on ISA management. However, findings indicate that differences in national culture and corporate culture have a differential impact on aspects of ISA management. Perception of national culture and corporate culture differences and the contribution of those differences to differing views on the management of ISAs are greater in relatively younger ISAs compared with older ISAs. Managers in equity-based ISAs report fewer problems with culture related impediments to managing ISAs than managers in non-equity-based ISAs. Copyright Springer Science+Business Media, LLC 2007National culture, Corporate culture, International strategic alliances, China,

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“…A number of studies by Ralston and colleagues (see Ralston, Gustafson, Elsass, Cheung, & Terpstra, 1992, Ralston, Gustafson, Terpstra, & Holt, 1994, Ralston, Holt, Terpstra, & Kai-Cheng, 1995, Ralston et al, 1996, Ralston, Egri, Stewart, Terpstra, & Yu, 1999 have found support for a "crossvergence" of values amongst Chinese populations, whereby many management values appear to be more affected as a result of modernisation while others are highly resistant to change.…”

Section: Introductionmentioning

confidence: 91%