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The purpose of this paper is to extend an integrated model of the antecedents that help explain and predict team performance in relation to empowering leadership behaviors. To this end, the authors examine the intervening roles of knowledge sharing and team cohesion in the relationship between empowering leadership and performance in teams.

Data were obtained from 261 team members from 79 management teams in a major international fast‐food chain restaurant operating in Taiwan. Confirmatory factor analysis and multiple regressions were used for data analysis.

It was found that two indirect effects supplemented the direct effect of empowering leadership on team performance, the mechanisms of knowledge sharing and team cohesion. In other words, knowledge sharing and team cohesion, respectively, mediated the relationship between empowering leadership and performance in management teams.

This study extended existing research to the links between team characteristics, team cohesion, and knowledge sharing. Particularly, it explored the effect of team cohesion and knowledge sharing on team performance. The authors further investigated the mediating effect of team cohesion and knowledge sharing on the relationship between empowering leadership and team performance.

This is one of the first studies in empowering leadership applying different intervention and its process of a management team to the study of knowledge sharing as a team process and team cohesion as an emergent state.

The purpose of this article is to investigate the detailed relationships between Chinese cultural values (Confucian dynamism, individualism, masculinity, and power distance) and work values (self‐enhancement, contribution to society, rewards and stability, openness to change, and power and status) in an integrated model. Further attempts are also made to explain the above relationship in terms of different cultural exposure experiences.

The sample was collected from China (selected from after‐work classes for Chinese businessmen in China) and Australia (overseas Chinese living or working in Sydney) by questionnaires. Altogether, 185 respondents took part in the study. SEM was used to test the relationship between Chinese cultural values and work values, and difference analysis was employed to test the impact of respondents' Western cultural exposure experiences.

Interesting results are found concerning Chinese employees' cross‐cultural work values. The study not only confirms the impact of cultural values on work values, but also brings some new thoughts on Hoftstede's belief that instead of high masculinity and individualism, Confucian dynamism is the main cultural value to foster self‐enhancement and most work value of Chinese employees.

Because China is a complex country, the limited Chinese sample should not be taken as representative. The current study did not differentiate respondents' demographic differences. Hence some demographic variables may have produced some of the intergroup differences reported in this study.

The findings provide useful input for managers who are seeking to develop effective working relationships with Chinese counterparts.

This paper enriches existing Chinese values studies and serves as a starting point for future research concerning the detailed relationship between Chinese cultural values and work values.

The purpose of this paper is to examine the business-government nexus in Hong Kong as a special case, thereby contributing to a comparative examination of various significant variables affecting the study of political and economic developments in East Asia.

The paper considers the privileged position afforded to the major business groups in Hong Kong’s political system as part of the pro-Beijing United Front. It adopts a historical perspective, relying on existing literature including media reports. As the author is both an academic and a long-term pro-democracy activist, his actual experiences and extensive interviews with various important participants in Hong Kong’s business and political communities offer valuable perspectives.

In the past, the business-government nexus was perceived to be a positive factor that contributed to the territory’s economic growth. In the past decade or so, though, increasing dissatisfaction with the Hong Kong government’s performance and the widening gap between the rich and the poor have led to the emergence of a legitimacy deficit on the part of the government, resulting in rising demands for democracy which have not been met. Divisions on these issues within the local business community have posed a severe challenge to the continuation of the business-government nexus.

The author’s actual experiences and his interviews with other participants in Hong Kong’s politics provide observations of significant value. The Occupy Central campaign, which took off in the territory in 2014, demands serious consideration in terms of its political development and a key element for consideration is the response of the business-government nexus to it.