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Article
Publication date: 1 February 1992

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…

267

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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Journal of Management Development, vol. 11 no. 2
Type: Research Article
ISSN: 0262-1711

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Book part
Publication date: 2 December 2016

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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Employee Voice in Emerging Economies
Type: Book
ISBN: 978-1-78635-240-8

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Article
Publication date: 1 July 1990

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…

134

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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International Journal of Manpower, vol. 11 no. 7
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 1 February 1987

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…

547

Abstract

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.

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Personnel Review, vol. 16 no. 2
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 January 2004

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…

4983

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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International Journal of Conflict Management, vol. 15 no. 1
Type: Research Article
ISSN: 1044-4068

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Article
Publication date: 1 December 1998

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…

4303

Abstract

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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Journal of Organizational Change Management, vol. 11 no. 6
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 1 February 1988

Paul S. Kirkbride

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…

95

Abstract

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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Employee Relations, vol. 10 no. 2
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 1 April 1988

Paul S. Kirkbride

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…

41

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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Employee Relations, vol. 10 no. 4
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 1 January 2012

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…

3777

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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Article
Publication date: 1 March 2005

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…

2760

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.

Details

International Journal of Conflict Management, vol. 16 no. 3
Type: Research Article
ISSN: 1044-4068

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