Chinese managerial activities : culture versus local isomorphism

Chung Ming LAU, Ignace NG, Mee Kau NYAW

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

2 Citations (Scopus)

Abstract

This article examines the effects of individual, organizational, and country level factors on the managerial activities of Chinese managers, with their Canadian counterparts as the control group. It is found that country-level factors are better predictors of variations in managerial activities than individual and organizational factors. Specifically, the results indicate that Taiwanese managers place more, and Hong Kong managers less, emphasis on managerial activities when compared to Canadian managers. This implies that the notion of 'Chinese management', without accounting for national context, should be treated with caution. The result is also consistent with the premises advanced by proponents of 'local isomorphism'.
Original languageEnglish
Pages (from-to)1-15
Number of pages15
JournalAsia Pacific Business Review
Volume8
Issue number3
DOIs
Publication statusPublished - 1 Jan 2002

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Isomorphism
Managers
Factors
Individual factors
National context
Predictors
Hong Kong
Organizational factors
Chinese managers
Chinese management
Management accounting

Cite this

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Chinese managerial activities : culture versus local isomorphism. / LAU, Chung Ming; NG, Ignace; NYAW, Mee Kau.

In: Asia Pacific Business Review, Vol. 8, No. 3, 01.01.2002, p. 1-15.

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

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AB - This article examines the effects of individual, organizational, and country level factors on the managerial activities of Chinese managers, with their Canadian counterparts as the control group. It is found that country-level factors are better predictors of variations in managerial activities than individual and organizational factors. Specifically, the results indicate that Taiwanese managers place more, and Hong Kong managers less, emphasis on managerial activities when compared to Canadian managers. This implies that the notion of 'Chinese management', without accounting for national context, should be treated with caution. The result is also consistent with the premises advanced by proponents of 'local isomorphism'.

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