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

doi:10.1002/jsc.841

UM > Faculty of Business Administration

Residential College	false
Status	已發表Published
	Chinese executives in foreign-owned enterprises: managing in two cultures
	Siew-Huat Kong; Bo-Yang Gao
	2009-06-18
Source Publication	Strategic Change
ABS Journal Level	2
ISSN	1086-1718
Volume	18 Issue:3-4 Pages:93-109
Other Abstract	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.
DOI	10.1002/jsc.841
Language	英語English
WOS ID	WOS:000218125600001
Scopus ID	2-s2.0-84993051165
Fulltext Access	View Full-Text via DOI View Full-Text via Web of Science
Citation statistics
Document Type	Journal article
Collection	Faculty of Business Administration DEPARTMENT OF MANAGEMENT AND MARKETING
Corresponding Author	Siew-Huat Kong
Affiliation	Faculty of Business Administration, University of Macau, People's Republic of China
First Author Affilication	Faculty of Business Administration
Corresponding Author Affilication	Faculty of Business Administration
Recommended Citation GB/T 7714	Siew-Huat Kong,Bo-Yang Gao. Chinese executives in foreign-owned enterprises: managing in two cultures[J]. Strategic Change, 2009, 18(3-4), 93-109.
APA	Siew-Huat Kong., & Bo-Yang Gao (2009). Chinese executives in foreign-owned enterprises: managing in two cultures. Strategic Change, 18(3-4), 93-109.
MLA	Siew-Huat Kong,et al."Chinese executives in foreign-owned enterprises: managing in two cultures".Strategic Change 18.3-4(2009):93-109.

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