Paul S. Kirkbride and Sara F.Y. Tang
Seeks to trace the distinctive contours of the processes ofentrepreneurial and managerial development among the culturally similarOverseas (Nanyang) Chinese populations of…
Abstract
Seeks to trace the distinctive contours of the processes of entrepreneurial and managerial development among the culturally similar Overseas (Nanyang) Chinese populations of South‐east Asia. Identifies both the indigenous form of entrepreneurial development found in small Chinese businesses and the cultural barriers to the transfer of standard western management development processes to larger organizations in the region. Concludes by offering advice on how to tailor management development programmes successfully for use in the region.
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Joo-Young Park and Dong-One Kim
This paper examines the role of cultural values measured as collectivism, face-saving, and conflict-avoidance, in predicting employee voice behavior. Using data (n = 198…
Abstract
This paper examines the role of cultural values measured as collectivism, face-saving, and conflict-avoidance, in predicting employee voice behavior. Using data (n = 198) collected from automotive-industry employees in the United States (US) and Korea, several interesting findings emerged. First, and most notably, for a “leaver” who chooses the exit option, culture does not matter, such that none of the three cultural values have a significant association with the exit option across countries. Second, for a “stayer,” who chooses the voice, loyalty, or neglect option, culture does matter in that cultural-specific values, such as collectivism, face-saving, and conflict-avoidance were found to affect employees nonexit options in the Korean sample, but not in the U.S. sample. The results of this study suggest that these three cultural values guide and predict employee voice behavior. Additionally, the results of this study confirm that job alternatives are a significant predictor of the exit option across cultures. This study therefore presents strong empirical evidence of the effect of culture on employee voice behavior and increases our understanding of employee voice behavior across cultures.
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Paul S. Kirkbride and Sara F.Y. Tang
This article attempts to outline the currenteconomic and cultural environment in whichmanagement development operates in Hong Kongand to demonstrate the potential barriers…
Abstract
This article attempts to outline the current economic and cultural environment in which management development operates in Hong Kong and to demonstrate the potential barriers which exist to the expansion of management development provisions and the acceptance of process. We review and evaluate management training and development provision in the territory using data from a recent survey. An attempt is made to identify the ways in which the barriers to management development in Hong Kong might be overcome and thus how Hong Kong′s managers might be better prepared for the potentially different world which may emerge post‐1997 after the take‐over by the People′s Republic of China.
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Paul S. Kirkbride and Jim Durcan
This article will attempt to argue and demonstrate that the existing and extensive literature on bargaining power in industrial relations focuses almost exclusively on two central…
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This article will attempt to argue and demonstrate that the existing and extensive literature on bargaining power in industrial relations focuses almost exclusively on two central aspects of power. Whilst both these approaches throw valuable light on some aspects of power, we shall seek to argue that the predominance of these constrained perspectives has resulted in the relative neglect of other important aspects. Thus we shall identify several lacunae in the literature and seek to raise some hitherto unexamined questions. We shall also argue that, because of the partial nature of the existing literature, there is a need to develop a more coherent and comprehensive model of power which is capable of integrating the multiple facets and incorporating the existing insights.
Frances P. Brew, David and R. Cairns
Ting‐Toomey's (1988) face‐negotiation theory of conflict predicts that choice of conflict style is closely associated with face‐negotiation needs, which vary across cultures. This…
Abstract
Ting‐Toomey's (1988) face‐negotiation theory of conflict predicts that choice of conflict style is closely associated with face‐negotiation needs, which vary across cultures. This study investigated this prediction in a workplace setting involving status and face‐concern with a sample of 163 Anglo‐Australian and 133 Chinese university students who were working full or part‐time. The association of type of communication (direct or cautious) according to type of face‐threat (self or other) and work status (subordinate, co‐worker or superior) with preferences for three conflict management styles (control, solution‐oriented, non‐confrontational) was examined for the two cultural groups. The results showed that: (1) as predicted by the individualist‐collectivist dimension, Anglo respondents rated assertive conflict styles higher and the non‐confrontational style lower than their Chinese counterparts; (2) overall, both Anglo and Chinese respondents preferred more direct communication strategies when self‐face was threatened compared with other‐face threat; (3) status moderated responses to self and other‐face threat for both Anglos and Chinese; (4) face‐threat was related to assertive and diplomatic conflict styles for Anglos and passive and solution‐oriented styles for Chinese. Support was shown for Ting‐Toomey's theory; however the results indicated that, in applied settings, simple predictions based on only cultural dichotomies might have reduced power due to workplace role perceptions having some influence. The findings were discussed in relation to areas of convergence and the two cultural groups; widening the definition of “face”; and providing a more flexible model of conflict management incorporating both Eastern and Western perspectives.
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R.I. Westwood and P.S. Kirkbride
The paper describes the symbolic representation of corporate culture within the context of a Hong Kong Chinese company in the broader context of strategic responses to the…
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The paper describes the symbolic representation of corporate culture within the context of a Hong Kong Chinese company in the broader context of strategic responses to the international intersection of organisation and management systems. This symbolic representation incorporates and indexes aspects of a Western culturally constituted world that is largely alien to one important stakeholder group, namely, the Chinese organisation membership. Such a disjuncture engenders an inhibition to an effective reading of the corporate culture message, so weakening the effect of the intended change. The paper discusses three interlocking themes. First, the issue of the emulation of the corporate culture notion, as conceived and formulated in the USA, in other cultural settings. Second, a consideration of a multi‐stakeholder perspective on corporate culture, in which it is considered as a strategic move with respect to externalities rather than the internal system. Third, the intersection of management systems which results in mutual inter‐penetrations, thus engendering responses of appropriation, adaptation and hybridity rather than merely imposition or assimilation. The author feels such interactive aspects of international business and the associated responses are in need of greater attention.
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The processes of management control in a variety of formal settings within a small engineering company are examined in this second of a series of articles. The range of arguments…
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The processes of management control in a variety of formal settings within a small engineering company are examined in this second of a series of articles. The range of arguments commonly used by workers in order to challenge managerial authority is focused on. Resistance was based around a series of legitimising principles, such as efficiency, profitability, precedent, ethics and morality. Whilst use of these arguments may influence the subsequent behaviour of management in a committee, it may not enable them to “win” the issue.
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Two principal conclusions can be drawn from this analysis of negotiating practice. Firstly, that negotiations take place at all levels and on a much more regular basis than in…
Abstract
Two principal conclusions can be drawn from this analysis of negotiating practice. Firstly, that negotiations take place at all levels and on a much more regular basis than in formal meetings alone. Secondly, the need for training in negotiating skills is highlighted, illustrating the way in which negotiators are made and not born. This is especially important when it comes to the use of language in order to present cases in the most effective manner.
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Brian Abbott, Edmund Heery and Stephen Williams
This paper seeks to focus on civil society organizations (CSOs) and their capacity to exercise power in the employment relationship. In particular, the paper is concerned with…
Abstract
Purpose
This paper seeks to focus on civil society organizations (CSOs) and their capacity to exercise power in the employment relationship. In particular, the paper is concerned with identifying the sources of power, how it is exercised and whether CSOs can exert pressure on other employment actors despite their apparent lack of resources possessed by more established representative structures.
Design/methodology/approach
Findings are based on 139 completed postal questionnaires and 47 interviews, primarily face‐to‐face, across 34 different CSOs.
Findings
Adopting a resource dependence framework suggests that CSOs have the capacity to exercise power and influence key employment actors. However, the power of CSOs is undermined by the absence of an internal organizational presence, making it difficult to mobilize workers.
Research limitations/implications
The research highlights the role of an often‐ignored employment actor. To provide further insights further research is needed to garner the views of other employment participants.
Originality/value
In employee relations discussions of workplace power have typically focused on the power of the state, employers and trade unions. This paper adopts a novel angle by exploring the role of CSOs and their ability to exercise power.
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Yifeng Chen, Dean Tjosvold and Sofia Su Fang
Given the susceptibility of cross‐cultural interaction to misunderstandings and disagreements, conflict management may be especially useful for helping employees develop quality…
Abstract
Given the susceptibility of cross‐cultural interaction to misunderstandings and disagreements, conflict management may be especially useful for helping employees develop quality leader relationships with their foreign managers. One hundred and eleven Chinese employees from various industries in Shanghai were interviewed on specific incidents where they had a conflict, defined as incompatible actions, with their Japanese manager or American manager. A qualitative analysis of the incidents and statistical tests of the data supported the hypotheses that a cooperative approach to conflict, rather than competitive or avoidance approaches, help Chinese employees and their foreign managers strengthen their relationship and improve their productivity. Cooperative conflict management may be an important way to overcome obstacles and develop an effective leader relationship across cultural boundaries.