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Chinese Management and Cross-Cultural Management


Special issue call for papers from Chinese Management Studies

Special Issue Editors:

China’s economic reform and the opening-up policy as well as membership in the World Trade Organization (WTO) have driven Chinese companies to become international organizations (Tian, 2016). Especially after the global financial crisis in 2008, China has met again a rare historical opportunity for Chinese enterprises to go global (Breslin, 2016). Meanwhile, the continued rapid economic development has also helped China establish dominant economic power in Asia and attract more Western companies to invest in China. In the past three decades, a large number of foreign companies invested in China, and many Chinese companies have established new business in other countries (Tian, 2016).

Many multinational companies have failed in their overseas investment because of cultural issues (Fan, 2018). National culture is considered as a hindrance to daily business, which drives an increased urge among international companies to improve their cross-cultural knowledge and skills. Consequently, cross-cultural management has become a key point in China in both academic research and management practice.

Although numerous empirical studies on Chinese management and cross-cultural management in China have been conducted since the 1990s, many topics need further discussion (Dong and Liu, 2010). For instance, insufficient systematic conceptual model development and assessment of important topics, such as teamwork, leadership, motivation, communication, as well as satisfaction in cross-cultural environment (Dong & Liu, 2010). There is an increasing amount of comparative studies being done in China, however, very few studies have been conducted to study Chinese firms that are conducting business abroad (Liu et al., 2016), which represents one of the most critical problems in the field of cross-cultural management research in China. Therefore, this special issue will address these challenging research gaps and make new contributions to this field.

This special issue of Chinese Management Studies seeks to provide new and valuable analyses of cross-cultural management and Chinese local management. We want to generate new insights on cross-cultural management and build Chinese local management theory. Overall, the editors’ belief is that the better understanding of cross-cultural management, the better performance these multinational enterprises will have. Thus, a rich range of topics can be included in the special issue as we look at new and innovative approaches that help to address these issues.

The editors are seeking conceptual, theoretical, literature review and empirical (both quantitative and qualitative) papers that advance the state of knowledge on cross-cultural management and Chinese local management. Topics include, but are not limited to:
(1) How does Chinese traditional culture influence management effectiveness at work? What are the roles of Chinese guanxi, mianzi, and zhongyong in foreign companies in China?
(2) There are many cultural factors influencing Chinese enterprises’ “Going Global” strategy. Is there any correlation between these cultural factors and whether they can constitute a system?
(3) Chinese indigenous management model. What are the characteristics of Chinese indigenous management?
(4) The role of government policies and political ties in multinational companies in China.
(5) Chinese firms’ country and regional management (EU, North America, Asia, South America, Africa, Middle East, Russia and Jewish Areas).
(6) What are the similarities and distinctions between the informal social networks in China and the concept of social capital conceptualized in the West?
(7) Outward foreign direct investment and intercultural management in China.
(8) The post-acquisition management model of Chinese MNEs.
(9) The effect of top management team characteristics on international market entry modes.
(10) Comparative Studies between Oriental and Occidental Management.

This special issue is a collaboration with 2018 IFSAM (International Federation of Scholarly Association of Associations of Management) conference. The conference will take place in eastern China at Shanghai International Studies University in the city of Shanghai.

The Keynote Speakers of the conference are:

Malcolm Warner, Professor and Emeritus Fellow of Human Resources Management, Co-Editor of the Asia Pacific Business Review, Wolfson College, University of Cambridge, UK.

Cherrie Jiuhua Zhu, Professor of Management, Editor-in-Chief of Chinese Management Studies, Monash Business School, Monash University, Australia.

Mike Peng, Professor of Strategic Management, Jindal Chair of Global Strategy, Editor-in-Chief emeritus and Consulting Editor of Asia Pacific Journal of Management, Jindal School of Management, University of Texas at Dallas, USA.

Bey-Ling Sha, Professor of Public Relations, Editor-in-Chief of Journal of Public Relations Research, School of Journalism & Media Studies, San Diego State University, USA.

Please note the acceptance and presentation of manuscripts to the conference does not guarantee acceptance in this special issue.

Authors should submit their manuscript following the manuscript requirements outlined on CMS’s submission system by September 30, 2018. Manuscripts would undergo a double-blind review process by the CMS guest editorial team for inclusion in the special issue.

Submissions should be between 6,000-8,000 words, including references, figures and tables, and follow the manuscript requirement outlined on the journal’s website (click here). The special issue will likely be published in 2019. Questions regarding the special issue can be addressed to guest editors or Peihua Fan (fan@shisu.edu.cn).

References:

Breslin, S. (2016). China and the global political economy. Springer.
Dong, K., & Liu, Y. (2010). Cross-cultural management in China. Cross Cultural Management: An International Journal, 17(3), 223-243.
Fan, P. (2018). From the Great Wall to Wall Street: A cross-cultural look at leadership and management in China and the US. Asia Pacific Business Review, DOI: 10.1080/13602381.2018.1427943.
Liu, X., Gao, L., Lu, J., & Lioliou, E. (2016). Does learning at home and from abroad boost the foreign subsidiary performance of emerging economy multinational enterprises? International Business Review, 25(1), 141-151.
Tian, X. (2016). Managing international business in China. Cambridge University Press.